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November 2014

Harry Gwala District Growth and Development Plan


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DOCUMENT CONTROL

TITLE: Harry Gwala District Growth and Development Plan

ELECTRONIC FILE: HGDGDP Final 2014

REPORT STATUS: Final

REVISION NUMBER: 4

CLIENT: Harry Gwala District Municipality – Mr L. Zondi

40 Main Street, Private Bag X 501, Ixopo, 3276

Tel: 039-834 8700

Email: [email protected]

KwaZulu-Natal Department: Co-operative Governance and

Traditional Affairs – Mr G Vhutshilo and Ms N Ndonga

CONSULTANT: The Planning Initiative

P O Box 50660

Musgrave 4062

Tel: +27 31 3129058

Fax: 086 671 1510

Cell: 082 467 1488

Email: [email protected]

DATE: 27 November 2014

REFERENCE NUMBER: ZNT1908/2013 LG

PROJECT TEAM:

The Planning Initiative

Cathy Ferguson

David Briginshaw

Jo Lees

Jeff McCarthy

COPIES ISSUED TO: KwaZulu-Natal Department: Co-operative Governance and

Traditional Affairs.

Harry Gwala Municipality

Steering Committee members

mailto:[email protected]


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CONTENTS Acronyms and Abbreviations ................................................................................................................. vi

Executive Summary .............................................................................................................................. viii

1 Introduction ..................................................................................................................................... 1

1.1 The Harry Gwala District ......................................................................................................... 1

1.2 The Context of the Growth and Development Plan ............................................................... 3

1.3 The Process of Developing the Harry Gwala District Growth and Development Plan ........... 5

1.3.1 Stakeholder Engagement .................................................................................................... 6

2 Status Quo and Situational Analysis ................................................................................................ 7

2.1 Population and Demographics ................................................................................................ 7

2.2 Employment ............................................................................................................................ 8

2.3 Income Levels and Inequality .................................................................................................. 9

2.4 Education Levels ..................................................................................................................... 9

2.5 Schools and Medical Facilities............................................................................................... 10

2.6 Synthesis and Analysis of Issues ........................................................................................... 11

2.6.1 Social Issues....................................................................................................................... 11

2.6.2 Servicing Issues ................................................................................................................. 13

2.6.3 Public Sector Issues ........................................................................................................... 15

2.6.4 Environmental Issues ........................................................................................................ 15

2.6.5 Economic Issues ................................................................................................................ 16

2.6.6 Spatial Issues ..................................................................................................................... 19

2.7 Relating the District Issues to the Provincial Growth and Development Plan ...................... 22

2.8 SWOT Matrix ......................................................................................................................... 25

3 Vision and Mission Statements ..................................................................................................... 26

4 Drivers of Growth and Development ............................................................................................ 27

5 The Spatial Framework for Development ...................................................................................... 34

6 Growth and Development - Apex Indicators, Primary Indicators and Interventions .................... 38

6.1 Introduction .......................................................................................................................... 38

6.2 Goal 1: Job Creation .............................................................................................................. 40

6.2.1 Apex Indicators ................................................................................................................. 40

6.2.2 Primary Indicators and Interventions ............................................................................... 41

6.3 Goal 2: Human Resource Development ................................................................................ 49

6.3.1 Apex Indicators ................................................................................................................. 49


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6.4 Goal 3: Human and Community Development ..................................................................... 55

6.4.1 Apex Indicators ................................................................................................................. 55


6.5 Goal 4: Strategic Infrastructure............................................................................................. 65

6.5.1 Apex Indicators ................................................................................................................. 65


6.6 Goal 5: Environmental Sustainability .................................................................................... 74

6.6.1 Apex Indicators ................................................................................................................. 74


6.7 Goal 6: Governance and Policy ............................................................................................. 82

6.7.1 Apex Indicators ................................................................................................................. 82


6.8 Goal 7: Spatial Equity ............................................................................................................ 87

6.8.1 Apex Indicators ................................................................................................................. 87


7 Catalyst Projects ............................................................................................................................ 91

8 Institutional Framework .............................................................................................................. 105

8.1 The Institutional Mechanism to Implement the Provincial Growth and Development Plan ...

............................................................................................................................................ 105

8.1.1 Overall Structure ............................................................................................................. 105

8.1.2 Provincial Planning Commission (PPC) ............................................................................ 105

8.1.3 Action Work Groups ........................................................................................................ 106

8.1.4 The PGDP Technical Committee and Four Cabinet Technical Clusters ........................... 107

8.2 Institutional Options – Some Discussion............................................................................. 108

8.2.1 Growth Coalitions ........................................................................................................... 108

8.2.2 India’s District Rural Development Agencies .................................................................. 109

8.2.3 District Government Functions ....................................................................................... 110

8.2.4 District Development Agencies in KwaZulu-Natal .......................................................... 111

8.2.5 Ugu Institutional Proposals ............................................................................................. 115

8.2.6 Umkhanyakude District Planning Commission and Institutional Structure .................... 116

8.3 Institutional Options for Harry Gwala District Growth and Development Plan ................. 118

8.4 Conclusion and recommendation ....................................................................................... 122

9 Monitoring and Evaluation Framework ....................................................................................... 123


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9.1 Purpose ............................................................................................................................... 123

9.2 Reporting............................................................................................................................. 124

9.3 Monitoring Catalyst Projects .............................................................................................. 126

9.4 Frequency of Reporting and Review ................................................................................... 126

9.5 Responsibility for Monitoring and Evaluation .................................................................... 126

9.6 Reporting Flows .................................................................................................................. 126

10 Conclusion and Way Forward ................................................................................................. 128

Appendices .......................................................................................................................................... 129

Appendix A: Steering Committee Invitees .......................................................................................... 130

Appendix B: Wider Stakeholder Forum Invitees ................................................................................. 131

TABLES Table 1: Provincial Growth and Development Plan Strategic Goals and Objectives for KwaZulu Natal

Province .................................................................................................................................................. 4

Table 2: Harry Gwala District Population 2001 and 2011 (census) ........................................................ 7

Table 3: Population Projections for Harry GWala District ...................................................................... 7

Table 4: Household Information ............................................................................................................. 8

Table 5: Age Breakdown ......................................................................................................................... 8

Table 6: Unemployment / labour market ............................................................................................... 8

Table 7: Poverty and Dependency Ratio in the District .......................................................................... 9

Table 8: Education Levels ........................................................................................................................ 9

Table 9: Education and Clinic Requirements for Harry Gwala District ................................................. 10

Table 10: Nodal Breakdown .................................................................................................................. 22

Table 11: Strategic Goals and District Issues relating to Harry Gwala District ..................................... 23

Table 12: Strengths, Weaknesses, Opportunities and Threats Matrix ................................................. 25

Table 13: PGDP Targets for Job Creation for KwaZulu-Natal Province ................................................. 40

Table 14: Harry Gwala District Targets for Job Creation ....................................................................... 40

Table 15: PGDP Targets for Human Resource Development for KwaZulu Natal Province ................... 49

Table 16: Harry Gwala District Targets for Human Resource Development ........................................ 49

Table 17: PGDP Targets for Human and Community Development for KwaZulu Natal Province ........ 55

Table 18: Harry Gwala District Targets for Human and Community Development.............................. 56

Table 19: PGDP Targets for Strategic Infrastructure for KwaZulu Natal Province ................................ 65

Table 20: Harry Gwala District Targets for Strategic Infrastructure ..................................................... 65

Table 21: PGDP Targets for Environmental Sustainability for KwaZulu Natal Province ....................... 74

Table 22: Harry Gwala District Targets for Environmental Sustainability ............................................. 74

Table 23: PGDP Targets for Governance and Policy for KwaZulu Natal Province ................................ 82

Table 24: Harry Gwala District Targets for Governance and Policy ...................................................... 82

Table 25: KZN Citizen Survey 2014 ........................................................................................................ 82

Table 26: PGDP Targets for Spatial Equity for KwaZulu Natal Province ............................................... 87

Table 27: Harry Gwala District Targets for Spatial Equity ..................................................................... 87


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Table 28: Catalyst Projects for Harry Gwala District ............................................................................. 93

Table 29: Cabinet Technical Clusters and Action Work Groups Matrix .............................................. 107

Table 30: District and LocaL Level Functions ...................................................................................... 110

Table 31: Evaluation of District Agencies by COGTA .......................................................................... 112

Table 32: Summary of Institutional Options ....................................................................................... 120

Table 33: Example of Monitoring Primary Indicators and Interventions ........................................... 124

Table 34: Categorising Indicators ........................................................................................................ 124

FIGURES Figure 1: Location of Harry Gwala District Municipality ......................................................................... 2

Figure 2: Strategic Goals and Objectives for KZn until the year 2030 (PGDP 2013 – 07 – 11) ............... 3

Figure 3: Cascading Plans ........................................................................................................................ 4

Figure 4: Project Process ......................................................................................................................... 5

Figure 5: Concept Plan - Major Nodes, Movement routes and Tourist Opportunities ........................ 20

Figure 6: Concept Plan - Broad Issues represented Spatially ............................................................... 21

Figure 7: Driving Growth in Harry Gwala .............................................................................................. 28

Figure 8: Driving Growth in Harry Gwala - Examples ............................................................................ 29

Figure 9: The Share of Gross Value Added (GVA) for the Harry Gwala District by sector as of 2011... 30

Figure 10: Harry Gwala District Spatial Development Framework (2014) 2014-2015 HGDM IDP (2012-

2017 TERM) page 23 ............................................................................................................................. 37

Figure 11: Catalyst Projects ................................................................................................................. 103

Figure 12: PGDP Institutional Organogram ......................................................................................... 105

Figure 13: Provincial Reporting arrangements ................................................................................... 106

Figure 14: Sisonke Development Agency Governance Organogram .................................................. 112

Figure 15: Sisonke Development Agency Management Organogram ................................................ 113

Figure 16: Umhlosinga Development Agency – Umkanyakude .......................................................... 114

Figure 17: Umkanyakude Implementation Structure ......................................................................... 118

Figure 18: District Municipality with additional capacity and supported by SDA .............................. 121

Figure 19: District Planning Commission Supported by District and Local Municipalities and SDA ... 122

Figure 20: Decision Making Flow Chart .............................................................................................. 125

Figure 21: Reporting Flow Chart ......................................................................................................... 127


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ACRONYMS AND ABBREVIATIONS 1. ABET Adult Basic Education and Training 2. AG Auditor General 3. AIDS Acquired Immune Deficiency Syndrome 4. ASSA Actuarial Society of South Africa 5. BMI Body Mass Index 6. BR&E Business Retention and Expansion Programme 7. B-BBEE Broad-Based Black Economic Empowerment 8. CO² Carbon Dioxide 9. COHOD Committee of Heads of Department 10. CONCOURT Constitutional court 11. CPF Community Policing Forum 12. CPI Consumer Price Index 13. CWP Community Work Programme 14. DAC Department of Arts and Culture 15. DAERD Department of Agriculture, Environmental Affairs and Rural Development 16. DCOGTA / COGTA Department of Co-operative Governance and Traditional Affairs 17. DCSL Department of Community Safety and Liaison 18. DEDT Department of Economic Development and Tourism 19. DHS Demographic and Health Survey 20. DM District Municipality 21. DOE Department of Education 22. DOH Department of Health 23. DHET Department of Higher Education and Training 24. DoL Department of Labour 25. DOT Department of Transport 26. DRDLR Department of Rural Development and Land Reform 27. DSD Department of Social Development 28. DUT Durban University of Technology 29. DWA Department of Water Affairs 30. ECD Early Childhood Development 31. EDR Effective Dependency Ratio 32. EKZNW Ezemvelo KwaZulu-Natal Wildlife 33. EPWP Expanded Public Works Programme 34. ESID Economic and Strategic Infrastructure Development 35. FET Further Education and Training 36. FTE Full Time Equivalent 37. GDP-R Gross Domestic Product - Regional 38. GVA Gross Value Add 39. ha Hectare 40. HALE Health Adjusted Life Expectancy 41. HDI Human Development Index 42. HG Harry Gwala 43. HG DGDP Garry Gwala District Growth and Development Plan 44. HIV Human immunodeficiency virus 45. HOD Head of Department 46. HRD Human Resource Development 47. i.e. Namely 48. ICT Information, Communication, and Technology 49. IDP Integrated Development Plan 50. IDZ Industrial Development Zone 51. IEC Independent Electoral Commission 52. IGR Inter-Governmental Relations 53. IMR Infant Mortality Rate 54. IRP Integrated Resource Plan


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55. ITB Ingonyama Trust Board 56. JCPS Justice, Community Protection and Security 57. Kwanalu KwaZulu Natal Agricultural Union 58. KZN DOT KwaZulu-Natal Department of Transport 59. KZN EC KZN Economic Council 60. KZNT KwaZulu Natal Treasury 61. LED Local Economic Development 62. M, E & R Monitoring, Evaluation and Reporting 63. Mb Mega bytes 64. MEC Minister of Executive Council 65. MIG Municipal Infrastructure Grant 66. MMR Maternal Mortality Rate 67. MOU Memorandum of Understanding 68. MW Mega Watts 69. N2 National Route 2 70. N3 National Route 3 71. NDA CARA National Department of Agriculture, Conservation of Agricultural Resources Act, 72. 1983 (Act 43 of 1983) 73. NERSA National Energy Regulator of South Africa 74. NPC National Planning Commission 75. OTP The Office of the Premier 76. PGD Provincial Growth and Development Plan 77. PGD Provincial Growth and Development Strategy 78. PGDP Provincial Growth and Development Plan 79. PGDS 2011 KwaZulu-Natal Provincial Growth and Development Strategy 80. PHD Doctor of Philosophy 81. PICC SIP Provincial Infrastructure Co-ordinating Committee Strategic Infrastructure Project 82. POP Points of Presence 83. PPC Provincial Planning Commission 84. ppm Parts Per Million 85. PRASA Passenger Rail Agency of South Africa 86. PSEDS Provincial Spatial Economic Development Strategy 87. R&D Research and Development 88. SAAQIS South African Air Quality Information System 89. SADC Southern African Development Community 90. SANRAL South African National Roads Agency Limited 91. SARCC SA Rail Commuter Corporation 92. SDA Sisoke Development Agency 93. SDC Social Development Council 94. SEDA Small Enterprise Development Agency 95. SIPS Strategic Infrastructure Projects 96. SMME Small, Medium and Micro Enterprises 97. SOE’s State Owned Entities 98. SOER KwaZulu-Natal State of the Environment Report 99. SPCHD Social Protection, Community and Human Development 100. TB Tuberculosis 101. TBD To be determined 102. TC Traditional Council 103. TEU Twenty-foot Equivalent Units 104. TFCA Trans Frontier Conservation Area 105. TIKZN Trade & Investment KwaZulu-Natal 106. U5MR Under 5 year Mortality Rate 107. UNDP United Nations Development Programme 108. YDA Youth Development Agency


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EXECUTIVE SUMMARY The Harry Gwala District Growth and Development Plan was prepared in 2014 as an extension of the

KwaZulu-Natal Provincial Growth and Development Plan. The Plan forms part of the Government

package of plans consisting of the National Development Plan (NDP), Provincial Growth and

Development Plans (PGDP), District Growth and Development Plans (DGDPs), Municipal Integrated

Development Plans (IDPs) and Ward Plans. The package of plans is focused on ensuring alignment

between plans and thus improved growth and development throughout the country. The DGDP plan

is a long term plan focusing on the year 2030. The municipal IDPs will align with the DGDP.

The Harry Gwala District covers some 10,547km2 with a population of some 460,000 people which is

expected to grow to some 480,000 by 2030.

The Harry Gwala District Municipality (DC 43) includes five Local Municipalities: Ingwe,

Ubuhlebezwe, Greater Kokstad, KwaSani, and uMzimkhulu. The Ingwe and KwaSani Municipalities

will be merged in 2016.

The vision and mission statement of the HGDGDP:

“By 2030, Growth and Development in the Harry Gwala District Municipality

will have significantly improved the quality of life in the area.”

This will occur through increased participation in the economy, whilst

protecting the natural environmental assets.

The Mission of the District is to implement the Growth and Development Plan by delivering the

following to the citizens and investors in the Municipality:

Honest and Transparent Governance

Appropriate and Reliable Infrastructure Services according to the SDF priorities

Access to jobs by providing an enabling environment for investment and facilitating skills

and SMME development

Safety and Security through zero tolerance of wrong doing at all levels

Improved Municipal Health Services

Lobbying the Provincial Government for

Better Quality of Education

Improved Healthcare facilities

Appropriate Land Reform

The challenges facing the municipality may be summarised as:

KZN Provincial Goals

Specific Harry Gwala District Challenges

1. Job Creation

High unemployment Low cash economy Service sector is key but the private sector is under-developed Agriculture is an important contributor but not leveraged locally. It is also


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KZN Provincial Goals

Specific Harry Gwala District Challenges

a sector in decline There is tourism potential but it is not huge job multiplier.

2. Human Resource Development

Youthful population High underemployed human resources capacity, Under educated and skills are not matched to sectors, especially

agriculture. Land Reform has taken place, but recipients need to be skilled to ensure

productivity.

3. Human and Community Development

Rural District with some parts remote High grant dependency, Inadequate social services access. Human Resource Capacity issues –vacancies, skills and high turnover of

staff, financial viability of municipalities in the District Low income base. Land reform to be accelerated to provide people with land.

4. Strategic Infrastructure

Degrading infrastructure and infrastructure backlogs. Especially water and sanitation

Water rich (in terms of catchments) but local access poor Hard to provide electricity and other services to remote areas Sanitation challenges Solid waste challenges Road conditions largely poor and inadequate Especially on freight routes Inadequate road access to rural areas Low revenue base to generate income for District to implement

infrastructure delivery

5. Environmental Sustainability

High value eco-system services (not just water), but pressure to develop the land and natural resources – how to balance the inherent tensions.

Some unsustainable agricultural practices

6. Governance and Policy

A complex and changing policy environment, Governance issues (interface between community, government and

private sector, inter-governmental coordination) Institutional arrangements for development uncertain and unclear Human Resource Capacity issues relating to vacancies, skills and high

turnover of staff, financial viability of municipalities in the District - low income base.

7. Spatial Equity

Human settlement tensions- Rural versus Urban Good delivery record but increased fiscal and service delivery burden

implied by this. Human settlement delivery is not necessarily a growth strategy however

access to services by the rural poor is also addressed through human settlements development

Slow progress of land reform in the District Access to job opportunities and other opportunities and inadequate

movement networks to deep rural areas. The need for compact town development against urban sprawl Accessing funding for implementation of projects


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To address these challenges four key drivers of growth in the District are:

1. Agriculture and Agro-industry

2. Tourism

3. Public Sector

4. Strategic Infrastructure Delivery

To achieve growth in these areas the following four key objectives need to be implemented within

all four key sectors and linkages across these areas identified and exploited:

1. Skills development

2. SMME development

3. Spatial Restructuring

4. Research and Innovation

In order for the plan to be successful, progress needs to be monitored and evaluated. Using the

PGDP as the base, a range of Apex Indicators, Primary Indicators and Interventions was developed.

These relate directly to the 7 Provincial Goals and 30 Strategic Objectives identified in the PGDP. The

Apex indicators against which progress will be measured for Harry Gwala are summarised in the

following table:

1. Job Creation

Total value of output of all sectors within the district economy (per annum)

Total employment in all sectors within the district economy

GDP per capita within the district economy (per annum)



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Gross Enrolment Rate

Primary

Secondary

Percentage of Grade 3, 6 and 9 learners performing at the required levels of annual national assessments (Literacy and Numeracy)

Performance at SACMEQ

Reading

Mathematics

Percentage National Senior Certificate pass rate

Numbers of students qualifying for bachelors programme in the NSC

Participation in the FET College sector

FET NC (V) graduation rate

Participation in Higher Education

Adult Literacy Rate


PGDP Adjusted Human Development Index

Longevity, Life Expectancy (years)

Decrease in Absolute Poverty: % below food poverty line (Baseline: NIDS 2008, PL= Half R418 proposed by NPC)

Decrease in social inequality: Share of income earned by poorest 60%

Total number of crimes measured as the number of crimes per 100 000 population


% of fixed capital investment in relation to District GDP

Average Lead/ lag time between development application submission and completion expected and actual time using RMSE method reduced

5. Environmental sustainability

Green House Gas Emissions

% protection of High Risk Biodiversity Planning Units


Improvement in level of citizen satisfaction

7. Spatial Equity

Improved population with physical access to goods and services as measured by the Spatial Equity/ Accessibility Index

Catalyst Projects to drive growth and development to 2030 have been identified as:

Infrastructure

1. Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (SIP 6) – Roads (Umzimkulu Roads R1,2 billion) and P318 Sani Pass (R594 million)

2. New District Road as identified on the SDF to service the rural island - Kokstad to Bulwer and Umzimkhulu to Swartberg

3. Critical Road Upgrades - P12 Himeville to Loteni and Nottingham Road; R56 Pietermaritzburg to Kokstad to Eastern Cape and R612 Mzinto to Bulwer

4. Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 18 (SIP 18) – Regional Bulk Water Schemes including Smithfield Dam, Stephen Dlamini Dam and Umzimkhulu Water Scheme

5. Bulk Electrification Programme

6. Renewable Energy Supply research

Economic Development and Tourism (all require detailed feasibility studies)


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7. Umzimkhulu Maize Mill

8. Hydroponics and Greenhouse Project

9. Industrial / Agro-processing Economic Hubs

10. Concrete Products Manufacturing Plant

11. Alan Paton Railway Project

Regeneration of Primary Nodes

12. Kokstad

13. Ixopo

14. Umzimkhulu

15. Bulwer

Regeneration of Secondary Nodes

16. Underberg

17. Donneybrook

18. Highflats


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1 INTRODUCTION The Harry Gwala District Growth and Development Plan seeks to set out a path of growth and

development for the family of Municipalities within the District to the year 2030. This plan stems

from the National Development Plan which saw a new era of long term planning in South Africa. This

was followed by the preparation of the Provincial Growth and Development Plan (2012) which is

now being developed further into District Plans throughout KwaZulu-Natal.

In terms of this plan, the vision for the Harry Gwala District is:



This will occur through increased participation in the economy, whilst protecting the

natural environmental assets.

This report set out the first version of the Harry Gwala District Growth and Development Plan

(HGDGDP). Through a defined monitoring and evaluation framework (Section 9), which will be

managed by the Institutional Framework agreed to (Section 8), this plan will be monitored,

evaluated, updated and improved over time through a regular review process.

1.1 THE HARRY GWALA DISTRICT

The Harry Gwala District Municipality is located in KwaZulu-Natal, approximately 250 kilometres

south of the major metropolitan area of eThekwini. The Municipality has a population of

approximately 460,000 people (Census 2011). It covers approximately 1,054,700 hectares, and has a

population density of around 0.5 persons per hectare.

The Harry Gwala District Municipality is bounded by Lesotho to the north-west, uMgungundlovu

District Municipality to the north-east, Ugu District Municipality to the south-east, Alfred Nzo District

Municipality to the south and Alfred Nzo District Municipality to the south-west.

The Harry Gwala District Municipality (DC 43) consists of the following five Local Municipalities and

includes the Mkhomazi Wilderness Area:

Ingwe

Ubuhlebezwe

Greater Kokstad

KwaSani

UMzimkhulu

The Ingwe and KwaSani Municipalities will be merged in 2016.

Figure 1 below shows the location of Harry Gwala Municipality.

http://en.wikipedia.org/wiki/Lesotho

http://en.wikipedia.org/wiki/Umgungundlovu_District_Municipality

http://en.wikipedia.org/wiki/Ugu_District_Municipality

http://en.wikipedia.org/wiki/Alfred_Nzo_District_Municipality


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FIGURE 1: LOCATION OF HARRY GWALA DISTRICT MUNICIPALITY

Source of information: Demarcation Board

Lesotho

eThekwini

Pietermaritzburg

Indian Ocean

Eastern Cape


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1.2 THE CONTEXT OF THE GROWTH AND DEVELOPMENT PLAN The Provincial Growth and Development Strategy (PGDS) was adopted by Cabinet in 2011 and is the

plan which guides development and growth in KwaZulu-Natal. It sets out the framework for

development, which includes amongst other things, strategic goals which should be achieved, a

vision for the Province, key principles as well as a Spatial Framework to guide development.

Following on from the PGDS, the Provincial Growth and Development Plan was prepared in 2012,

which translates the PGDS into a detailed implementation plan. Figure 2 summarises the Goals and

Objectives of the Provincial Plan.

FIGURE 2: STRATEGIC GOALS AND OBJECTIVES FOR KZN UNTIL THE YEAR 2030 (PGDP 2013 – 07 – 11)

The outcome of the District Growth and Development Plans is to align the development goals and

plans of the area with the PGDS and PGDP which will extract the issues and goals raised in the PGDS

in order to further the implementation of the plan at a District level. The District Growth and

Development Plans (DGDPs) will in turn inform the Integrated Development Planning process as

illustrated in the diagram that follows.


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FIGURE 3: CASCADING PLANS

Source: 24 June 2014 Presentation by COGTA

Table 1 outlines the goals and objectives of the PGDP.

TABLE 1: PROVINCIAL GROWTH AND DEVELOPMENT PLAN STRATEGIC GOALS AND OBJECTIVES FOR KWAZULU NATAL PROVINCE

Strategic Goals Strategic Objectives

1. Job Creation 1. Unleash the Agricultural Sector 2. Enhance Sectoral Development through Trade and Investment 3. Improve Efficiency of Government- led job creation

programmes 4. Promote SMME and Entrepreneurial Development 5. Develop the Knowledge Base to Enhance the Knowledge

Economy


6. Improve Early Childhood Development, Primary and Secondary Education

7. Support Skills Alignment to Economic Growth 8. Enhance Youth Skills Development and Life Long Learning


9. Poverty Alleviation and Social Welfare 10. Enhancing Health of Communities and Citizens 11. Enhance Sustainable Household Food Security 12. Sustainable Human Settlements 13. Safety and Security 14. Social Capital


15. Development of Harbours 16. Development of Airports 17. Development of Road and Rail Networks 18. Development of ICT Infrastructure

WARD BASED PLANS


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Strategic Goals Strategic Objectives

19. Improve Water Resource Management and Supply 20. Improve Energy Production and Supply


21. Increase Productive Use of Land 22. Advance Alternative Energy Generation and Reduce Reliance

on Fossil Fuels 23. Manage pressures on Biodiversity 24. Adapting to Climate Change


25. Strengthen Policy, Strategy Co-ordination and IGR 26. Building government capacity 27. Eradicating Fraud and Corruption 28. Promote Participative, Facilitative and Accountable

Governance

7. Spatial Equity 29. Actively Promote Concentration and Co-Ordination of Development Activities

30. Effective Spatial Planning and Land Management Systems are Applied Across the Province

1.3 THE PROCESS OF DEVELOPING THE HARRY GWALA DISTRICT GROWTH AND

DEVELOPMENT PLAN The diagram below reflects the process that has been followed in preparing the Harry Gwala District

Growth and Development Plan (HGDGDP).

FIGURE 4: PROJECT PROCESS

Project Inception

Status Quo Description

Synthesis of Issues and Vision Development

Development of Strategic Goals, Objectives and

Indicators

Catalyst Projects and Proposed Interventions

Institutional Framework Informed by PGDP

Implementation, Monitoring and

Evaluation Framework

Adoption of DGDP By Stakeholders

Closeout and Project Consolidation


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1.3.1 STAKEHOLDER ENGAGEMENT

The preparation of this plan has involved a considerable amount of desk top research covering the

vast number of plans that have already been prepared for this District and which contain invaluable

information for this GDP. However a full stakeholder engagement process was also undertaken.

1. Firstly the District Municipality and KZN COGTA ensured that all Local Municipalities were

fully aware of the project and the expected outcomes through the various existing forums. A

letter was also sent to all Municipal Mangers informing them of the project.

2. A Project Steering Committee was set up to facilitate engagement, source information, make

presentations and seek buy-in to key milestones. Three meetings and a Close Out meeting

were held. The people who were invited to participate in the Project Steering Committee are

listed in Appendix A.

3. Two wider stakeholder forum workshops were held on 26 March 2014 and 6 August 2014.

The invitees included representatives from business, the Sisonke Development Agency,

Government Departments and the District and Local Municipalities. The invitees are listed in

Appendix B. the purpose of these workshops was to workshop key issues within the District,

a proposed vision and the catalyst projects.

4. A meeting with Mayors and Municipal Managers, as well as other staff, from the family of

Municipalities was held on 15 October 2014 to present the draft plan.

5. Targeted telephonic and face-to-face interviews were held with key stakeholders to firstly

inform them of the project, secondly to identify issues and thirdly to understand their ideas

on strategies and interventions.

In addition to this stakeholder process, the Harry Gwala (Sisonke) District Growth and Development

Summit took place on 18 and 19 June 2013 which was attended by 150 delegates. The theme of the

summit was focussed on the importance of “investing for high returns in Sisonke” (now Harry

Gwala). The outcomes of this summit were included in the preparation of this plan.


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2 STATUS QUO AND SITUATIONAL ANALYSIS In order to develop an appropriate growth and development path for the District a full status quo

analysis was undertaken based on a desk top review of the numerous planning report that have

been prepared in the region, as well as recent information such as the census and stakeholder

engagement. A separate status quo report contains the details of this work whilst the pertinent

points are summarised in this section.

2.1 POPULATION AND DEMOGRAPHICS The District has a population of some 460,000 people with only a very minor growth since 2001.

TABLE 2: HARRY GWALA DISTRICT POPULATION 2001 AND 2011 (CENSUS)

Municipality Population

2001 Population

2011 Population Growth

2001-2011 (%) Area of Municipality

Ingwe 107 558 100 548 -0.67 % 1,976 km2

Kwa Sani 11 848 12 898 0.85 % 1,852 km2

Greater Kokstad 56 528 65 981 1.55 % 2,680 km2

Ubuhlebezwe 101 959 101 691 -0.03 % 1,604 km2

Umzimkhulu 174 338 180 302 0.34 % 2,435 km2

District Total 452 231 461 420 0.20 % 10, 547 km2

Source: Census 2011

With regards to population projections, if one assumes that the same population growth rate for the

Harry Gwala District for 2001-2011 (1% growth every five years) is maintained into the foreseeable

future (and there is no obvious reason to doubt that assumption)1, then the following projected

population totals for the District are envisaged (note the figures are rounded to the nearest hundred

for purposes of representation):

TABLE 3: POPULATION PROJECTIONS FOR HARRY GWALA DISTRICT

Year District Population

2015 465 600

2020 470 300

2025 475 000

2030 480 000

The table below provides a summary of household information for the District. What is encouraging

is that over the past 10 year period, the number of formal dwellings within Harry Gwala has risen

from 31% to 41.5% of total dwellings in the area.

1 The Harry Gwala District is likely to continue to experience out-migration which almost equals natural increase, as is the case of other more rural Districts in the province.


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TABLE 4: HOUSEHOLD INFORMATION

Municipality Households

(2001) Households

(2011)

Average Household

Size (2001)

Average Household

Size (2011)

Female Headed

Households % (2001)

Female Headed

Households % (2011)

Formal Dwellings % (2001)

Formal Dwellings % (2011)

Ingwe 21 332 23 073 5 4.4 61.8 56.5 18.6 30.1

Kwa Sani 3 723 3 673 3 3.5 48.8 44 31.2 67.5

Greater Kokstad

19 625 19 140 2.7 3.4 44.7 41.6 67.4 83.6

Ubuhlebezwe 21 421 23 487 4.6 4.3 59.9 57.2 23.3 30.3

Umzimkhulu 36 246 42 909 4.8 4.2 64.9 60.3 20.1 32.7

District Total 102 349 112 282 4.3 4.1 58.7 55.2 31 41.5

Source: Census 2011

Table 4 compares the age breakdown of the population between 2001 and 2011. The population

breakdowns within the various local municipalities has remained similar over the ten year period

and is relatively consistent with the general South African breakdown, namely, a large percentage

under 15 years of age, the biggest group in the 15-64 year age bracket (the age bracket that can

potentially gain employment) and then the smallest group being in the 65 and plus age bracket.

However, there is a high dependency ratio, which although it has decreased at a District level from

88.1% to 74.9%, it remains high.

TABLE 5: AGE BREAKDOWN

Municipality

Age Under

15 (2001)

Age Under

15 (2011)

Age 15 to 64

(2001)

Age 15 to 64

(2011)

Age 65 plus

(2001)

Age 65 plus

(2011)

Dependency Ratio (2001)

Dependency Ratio (2011)

Ingwe 44.2 39.8 50.9 55.2 5 5 96.6 81.2

Kwa Sani 32.8 24.2 62.2 70.3 5 5.5 60.7 42.2

Greater Kokstad

30.9 30.6 66.1 66.7 3 2.7 51.4 49.9

Ubuhlebezwe 40.4 37.4 54.2 57.4 5.5 5.3 84.6 74.3

Umzimkhulu 45.3 40.8 49.2 53.7 5.5 5.5 103.4 86.2

District Total 41.8 37.9 53.1 57.2 5.1 4.9 88.1 74.9

2.2 EMPLOYMENT Table 6 demonstrates that the overall unemployment within the Municipality has decreased from

59.9% in 2001 to 36% in 2011 (a drop of almost 24%), as has the rate of unemployment among the

youth.

TABLE 6: UNEMPLOYMENT / LABOUR MARKET

Municipality Unemployment

Rate (2001) Unemployment

Rate (2011)

Youth Unemployment

(2001)

Youth Unemployment

(2011)

Ingwe 66.6 39.3 74.9 48.5

Kwa Sani 25.5 16 32.7 20.5


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Municipality Unemployment

Rate (2001) Unemployment

Rate (2011)

Youth Unemployment

(2001)

Youth Unemployment

(2011)

Greater Kokstad

41.2 28.9 50.1 36.3

Ubuhlebezwe 61.6 34 69.1 42.1

Umzimkhulu 68.2 46.6 78.8 56.8

District Total 59.9 36.0 65.7 44.4

2.3 INCOME LEVELS AND INEQUALITY Approximately 33% of the population within the District are defined by StatsSA as being “in

poverty”. The highest concentration of people in poverty is in Umzimkhulu followed closely by

Ubuhlebezwe and Ingwe. Linking this with Dependency ratios is it clear that Umzimkhulu,

Ubuhlebezwe and Ingwe are in a distressed situation.

TABLE 7: POVERTY AND DEPENDENCY RATIO IN THE DISTRICT

% of people in Poverty

Total Population

Number of people in poverty (approximate)

Dependency Ratio

Ingwe 32.4 100 548 32 578 81.2

KwaSani 22.0 12 898 2 838 42.2

Greater Kokstad 27.1 65 981 17 881 49.8

Ubuhlebezwe 34.8 101 691 35 388 74.3

Umzimkhulu 36.8 180 302 66 351 86.2

Harry Gwala Total 33.4 461 420 154 114 74.9

Source: Census 2011

2.4 EDUCATION LEVELS

A critical factor facing the Harry Gwala District appears to be the issue of education levels. In the

period 2001- 2011, there has been an improvement in education across all the Municipalities,

however, the level of people with a Matriculation or higher is still very low (less than 20% across the

District).

TABLE 8: EDUCATION LEVELS

Municipality No

Schooling (2001)

No Schooling

(2011)

Matric (2001)

Matric (2011)

Higher Education

(2001)

Higher Education

(2011)

Ingwe 31.3 13.8 7.5 17.8 3.1 3.9

Kwa Sani 19.8 7.6 12.5 21.9 6.9 8.6

Greater Kokstad

10.1 4.1 17.8 28.6 7.6 10.5

Ubuhlebezwe 29.2 15.9 10.2 20.1 3.6 4.2

Umzimkhulu 21.8 6.4 7.4 15.4 4.3 4.9

District Total 23.6 9.8 9.9 19.4 4.5 5.6


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2.5 SCHOOLS AND MEDICAL FACILITIES

Harry Gwala District has 134 Combined schools, 234 Primary schools, and 76 Secondary schools.

These schools are dispersed across the District, however there are higher numbers around the nodes

and along the access roads (as to be expected).

In terms of clinics within the District, there are currently 67 Medical Facilities (with 1 to be built

shortly). Again these are dispersed across the District, although there tends to be higher numbers

towards the eastern parts of the District as can be seen below.

Using the “Guidelines for Planning of Facilities in KwaZulu-Natal” (KZN PDC: 2008), the following

information is relevant with regards to the thresholds for Schools and Clinics:

Primary Schools: 3000 to 4000 people per school

Secondary Schools: 6000 to 10 000 people per school

Mobile Clinics: less than 5000

Small Clinics to Medium Clinics: 5000 to 20 000 people

Community Health Centre: 70 000- 100 000 people

Hospitals: 10 000 to 80 000 people

The above mentioned thresholds are variable and should not be considered as fixed in any way. They

are merely guidelines. This is especially relevant when considering health facilities, which are

affected by population densities, locational factors, need and so forth.

In terms of the above thresholds, the following can be drawn based on a population of 461 420 (as

taken from Census 2011):

TABLE 9: EDUCATION AND CLINIC REQUIREMENTS FOR HARRY GWALA DISTRICT

Facility type Currently provided

Required (based on

thresholds)

Shortfall based on standards

Notes

Primary Schools

234 Primary 134 Combined

Total: 368

115 Nil Nil

Secondary Schools

76 Secondary 134 Combined

Total: 210

46 Nil Nil

Mobile Clinics 16 92 76 This figure is a bit misleading. The requirement for mobile clinics also needs to consider fixed clinics and the like. However the shortfall is significant enough to warrant attention

Small to Medium Clinics

41 23 Nil Have included Env Health and EMRS under this as these aren’t included in the standards.

Community Health Centre

1 4 3 Factors such as space requirements, sufficient population densities etc. may mean that 4 is excessive especially when considering the number of smaller facilities.

Hospitals 8 (including

6 Nil


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Facility type Currently provided

Required (based on

thresholds)

Shortfall based on standards

Notes

psychiatric hospital)

Other Kokstad Mental Health Psychiatric Facility

Source: Harry Gwala District Municipality GIS Database

It is noted that in terms of the database supplied by the Municipality, there is still 1 medical facility

to be built.

From the above information it can be inferred that in general the provision of facilities for schools

and clinics within the District appears to be adequate. It is important to note, however, that the

figures above are based on guidelines and do not take into account the in-migration of students and

healthcare seekers to areas like Kokstad. These members of the public often come from areas such

as the Eastern Cape and may skew figures. Anecdotally, it appears that whilst in terms of the

guidelines for facilities, there appear to be enough facilities; there could in fact be a shortfall.

Further work should be done on this to determine need (see Catalyst Projects)

There is clearly a need for more Mobile Clinics and potentially Community Health Centres.

2.6 SYNTHESIS AND ANALYSIS OF ISSUES During the status quo analysis stage of the project many sources of information were reviewed, a

workshop was held with stakeholders and several interviews were held. The issues raised were then

drawn together and following sections provide a synthesis of the issues identified.

2.6.1 SOCIAL ISSUES

Within Harry Gwala District there are a number of social issues which if left unchecked, will impede

growth and development within the Municipality. The critical social issues facing the District include:

High levels of poverty

Low education levels and unskilled people entering the job market.

Unemployment and job creation

HIV AIDS and Health

2.6.1.1 POVERTY AND INCOME LEVELS

Poverty within the District is a critical issue. General employment levels have stagnated and are

affected by the following issues:

Low skilled working age population

Weak domestic consumer markets

Limited infrastructure

Limited opportunities in key sectors

A decline in agriculture within the District

Furthermore, in terms of pure income levels, Harry Gwala District is one of the poorest within the

Province, with around 30% of the Districts’ households being classified as in poverty. There are also


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high levels of Dependency. It is those people in poverty who are also affected by issues such as

backlogs, poor education levels and so forth.

2.6.1.2 EDUCATION

Education is a major issue within the District. Not only does a large proportion of the population

have no matric, but those who have a matric still do not have the skills necessary to obtain work

within the District.

Education and job opportunities go hand in hand. Within Harry Gwala, the available job

opportunities are relatively specific (currently primarily related to agriculture and tourism and the

public service sectors). Thus those matriculants who enter the job market need to have a skill-set

that either enables them to fit into the local economies, or to become entrepreneurs. If this does not

happen, then the alternatives are unemployment and poverty, outmigration to seek job

opportunities at bigger centres, or crime.

The issue of education is also broader than just having qualifications. An interesting point raised a

few times through the workshop process is that there are funding opportunities for people to start

new businesses (SMMEs), get training and support, but that these are not widely known, and can be

difficult to access.

2.6.1.3 UNEMPLOYMENT AND JOB CREATION

A large portion of the population within Harry Gwala is unemployed, especially in the youth

demographic, largely due to education levels and a limited job opportunity base. This is especially

relevant in the face of an Agricultural sector that has experienced a decline in output and therefore

employment, in recent years. In order for the District to grow, an increase in the number of jobs is

essential.

It is suggested that whilst the Agriculture and Tourism sectors are important to the development of

the District, another key potential growth stream is through development and support of SMMEs.

From the private sector perspective, a number of critical elements need to be in place if

development (and by implication job creation) is to happen:

1. Businesses need the right people. This reverts back to the education issues. In an

increasingly competitive job market, employers are seeking either people with a low level of

education to do basic tasks (which pay little), or educated people to do more sophisticated

work (which pays better). The problem with Harry Gwala District as it stands is that a lot of

the businesses are agriculturally based requiring low skill levels (for the majority), or is

increasingly becoming mechanised. This means that new skill-sets are needed, or the

economy needs to diversify. SMME’s may be the key to diversification. Incentives for

internship programmes and other forms of in service training should be investigated.

2. Adequate and maintained services need to be in place. Having an agricultural and tourism

based economy means that issues such as access for transport (freight and passenger) and

tourism is critical. A huge issue facing the District is relatively low levels of accessibility, with

road conditions cited specifically as a constraint to development. Unreliable electrical supply

is also problematic, especially for businesses. If agro-processing is seen as a potential growth

sector, reliable electricity for refrigeration is an essential pre-condition.


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3. An enabling environment for development. In order to attract business investment,

government rules and regulations need to be streamlined and businesses need to have a

level of confidence and certainty if they are to invest in an area. This relates both to point 2,

having certainty of supply of water and electricity for example, and to certainty in terms of

application procedures, costs and timelines. The Business Chamber in Kokstad is of the

opinion that the costs of doing business there is relatively high. This may also be true in the

rest of the District.

4. An environment that incentivises employment. Within South Africa (not just Harry Gwala

Municipality), the ability of businesses to hire and maintain staff can be affected by issues

relating to employment regulations, strikes etc. Businesses are becoming increasingly wary

of expanding and committing to staff due to these difficulties, however, this is not

something that can be addressed by the District alone.

2.6.1.4 HIV AIDS AND ACCESS TO HEALTHCARE

HIV AIDS, as well as TB and access to healthcare in general are key issues facing not only Harry Gwala

District, but South Africa as a whole. Whilst recent trends indicate that slowly, these issues are being

managed, they are still critical issues within rural areas where residents may have difficulty obtaining

treatment and support. A sick population is one that will struggle to work and improve their

livelihoods. HIV/AIDS awareness, counselling and treatment programmes need to be continuously

rolled out and promoted.

2.6.2 SERVICING ISSUES

In order to create a strategy for Growth and Development, an understanding of the servicing issues

facing the District is important. The following section highlights some of the key servicing issues

facing the District.

2.6.2.1 BROAD SERVICING IsSUES

Servicing within Harry Gwala has improved significantly within the last 10 years. However, access to

water, electricity and sanitation are key services which relate to growth and these need

improvement if the area is to develop to its potential.

Access to water is considered a basic human right. However, when considering census

information, as well as comments made at the workshop process, it is clear that this is

probably the most critical servicing issue facing the District. In fact the vast majority of the

District reflects access levels of well below 50%. The IDP for Harry Gwala acknowledges this

need. This is particularly complicated when noting that as a District, Harry Gwala has an

excess of raw water supply.

A key issue facing the District, raised in the workshop process as well as the situational

review, is the need for adequate sanitation within the nodes in the Municipality. This is

important, not only for economic development, but also for basic health and safety.

Electricity is a driver of the economy and is also considered an essential human need. Whilst

in general the service provision of electricity has improved over the last 10 years, there are

still large parts of the District that do not have access to electricity. Whilst this can in part be

attributed to the sprawling nature of much of the District, this is still an issue that impacts on

people’s lives.


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As Harry Gwala is an important agricultural hub within KwaZulu-Natal, transport access is

critical. The roads within the District regularly carry heavy trucks transporting produce and

goods within, as well as in and out of the District. However many of the district roads are

poorly maintained, which is compounded by their heavy use, and are quite degraded. This

has social implications as it makes it difficult for the residents of the District to access key

services (such as pension pay points) located at the nodes within Harry Gwala. This is

particularly noticeable within UMzimkhulu Local Municipality. The locational advantage of

some of the smaller nodes is almost entirely due to relatively good access.

Solid waste collection and management was another key point raised during the workshop.

Currently waste collection is inadequate in some areas, and most waste has to be

transported long distances, which is inefficient. Kokstad is in the process of developing a

new land-fill site as the old one is full, and the only other land-fill site is in Umzimkhulu.

Waste management provides a number of potential green economy opportunities and solid

waste strategies should consider this.

In the provision of services thresholds that need to be met in order for services to be viable. In some

instances, for example, it may not be viable to, provide water-borne sanitation. In such instances,

other means of servicing need to be considered. Harry Gwala as a District covers a large area, and is

sparsely populated (other than a number of nodes identified). The viability of providing services is

also compounded by the topography of the District.

2.6.2.2 BACKLOGS

There are significant servicing backlogs within Harry Gwala District. If growth and development is to

occur within the District, then it is essential that the backlogs for all services (Water, Sanitation,

Roads, Housing, Electricity and Solid Waste) are addressed.

The available data suggests that most of the backlogs will, according to current rates and funding,

only be addressed in between 10 and 20 years. The need to address the various backlogs, and to be

seen to be making steady progress in this regard is critical. The employment creating aspect of

infrastructure provision should not be over-stated, but is significant, so addressing of backlogs could

in itself create some employment growth.

2.6.2.3 SPATIAL ISSUES

The District is sparsely populated (with some of the lowest population densities in the Province),

with a topography and human settlement pattern that can make it difficult to service. However, the

node and corridor system that is evident within the District needs to be enhanced so that maximum

value can be achieved through these. This may mean, for example, encouraging appropriate

development and density levels within nodes, by prioritising the servicing of the nodes accordingly.

Other than the settlement nodes, the vast majority of the District follows a sparse settlement

pattern, with densities picking up a little bit along the access routes. In order for servicing levels to

improve, the nodes and corridors within the District need to be consolidated and sprawl needs to be

discouraged. The potential efficiencies that result should mean that backlogs will and can be

addressed more simply, more quickly, and at lower cost.


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2.6.3 PUBLIC SECTOR ISSUES

The Public Sector was raised during the workshop process as an area that needs consideration if the

District is to grow. Issues identified include:

2.6.3.1 SKILLS LEVELS AND CAPACITY TO EXECUTE WORK

Within the District and Local Municipalities, there is a feeling that there should be skills

improvement measures undertaken to attempt to improve the ability to execute work. Such

programmes are very useful tools to enable public sector workers (this includes Municipal officials,

teachers, medical officials, technical workers, labourers and the like) to work to a higher standard

and to work effectively. Skilled staff also builds a positive perception about the public sector.

2.6.3.2 BUDGET AVAILABILITY TO UNDERTAKE SERVICE DELIVERY

Budget availability is an important element that impacts on growth and development within any

District. This issue can be related to a few different features:

Limited capital budget to implement service delivery and service maintenance programmes.

This affects the rate that Municipalities can provide services to residents as well as

businesses.

Low Rates Base which limits budget and thus the ability of the District to service its residents

Limited operational budget to employ staff to improve public sector capacity. This affects

the Municipalities ability to implement programmes, and do urban management.

Whilst there are numerous grants and programmes that can be accessed to assist with this, for

sustainable, economic growth and job creation, municipalities need to be viable. Increasing the rates

base is key. It is also important to bear in mind that there are other opportunities, through

mechanisms such as Public Private Partnerships that can be employed to improve service delivery.

2.6.3.3 GOVERNANCE ISSUES

A common issue facing almost all of South Africa relates to a perception of poor governance within

some sectors. The following points were raised in the workshop session:

Nepotism

Unskilled personnel

Tendering issues

To attract investment, and partnerships, potential investors need to have confidence that good

governance measures are in place. Two Municipalities within this District have obtained clean audits

in the last financial year. Furthermore, in terms of the awarding of tenders, there are mechanisms in

place to promote the transparency of tenders (such as for example, various appeal avenues).

2.6.4 ENVIRONMENTAL ISSUES

Harry Gwala District Municipality contains some of the key environmental assets in the Province

(SANBI), and these have a direct impact on the District as well as Provincial economy. The following

are points that bear consideration:

Some of the best agricultural land in the country is located here, and a large chunk of the

Southern Drakensberg also falls in the district. The key economic opportunities in this largely


Page 16

rural district (viz. tourism and agriculture) are thus directly linked to the environment.

Water, climate, soil, bio-diversity and scenic beauty are especially relevant.

Water as a key environmental resource needs to be more effectively harnessed, but in a

sustainable manner. Agriculture benefits from good natural catchments, but tensions

related to contamination through fertiliser use, over extraction, and protection of wetlands;

need to be balanced. Sanitation and water treatment challenges, as well as water

conservation strategies, are also issues that will affect development.

Climate change is an issue and effects are already evident in unpredictable weather

patterns, extreme climate events (and associated disasters). This affects both agriculture and

tourism – the key economic sectors. Addressing climate change is not just a district issue –

global causes, but local effects. Consideration of local mitigation and especially, adaptation

strategies will be important.

Natural bio-diversity is key to environmental resilience, as well as a tourism asset, but

agricultural mono-culture is also more vulnerable to climate change. Soil health is also

affected by mono-culture agriculture and fertilizer use.

Using the eco-system services modelling done for the Kokstad ISDP as a reference, it is

evident that the District benefits from high levels of ‘free’ eco-system services delivery,

which highlights the tension between development and conservation of natural and

agricultural green space. This is an environmental issue as well as a service provision issue.

Dispersed development is expensive to service, in money terms as well as loss of eco system

services, which means that limiting the development foot print will be an issue going

forward.

2.6.5 ECONOMIC ISSUES

The economic issues of Harry Gwala District are a microcosm of those of South Africa, but amplified

by the relatively rural character and peripheral location of the District. Beyond that, very similar

issues to these also arise in other mainly rural parts of middle to upper-middle income countries of

the world, including places like Turkey, Spain, India or Brazil. Learning from what similar Districts in

South Africa have done, or which similar countries have done, to successfully confront these issues is

therefore a priority.

Having said that, the Harry Gwala District economic issues also have some distinctly local content.

This is evident for instance from the 2011 Research Report entitled Diagnostic Report, Sisonke

District Municipality Local Economic Development Review. It is noted there for example that

agriculture is the dominant sector in Sisonke, but that nationally that sector is shedding labour. It

was said there in relation to the District on that:

‘Whilst the land coverage assessment shows the highest land utilization being agriculture, it

is evident that this sector is not producing enough employment opportunities at par with the

extent of land used. For this reason it will be important to develop creative strategies that

will enhance employment of the Sisonke District Municipality’s active labour segment (p.

113).

The report makes some suggestions in that regard, and these have been complemented by an April

2014 LED presentation recently made in Creighton where it was pointed out that agro-processing is

a significant driver for future economic growth in the District. It was said there that significant

opportunities exist for expansion in:


Page 17

Land suitable for high value crops.

Land reform programmes supported by significant public sector investment and parastatal

bank loans.

Access to export markets.

Support institutions for funding and technical advice e.g. Masisizane Fund.

New production techniques, e.g. hydroponics.

Processing, packaging and distribution of local produce – canning, drying, freezing and

further product beneficiation.

Forestry, milling and production of related product (Biofuel, charcoal etc.).

All of these sub-areas have the potential to absorb more labour than the existing agriculture and

forestry sectors currently, for this District.

It is also noted that recent trends have indicated a slight decline in Agriculture output in recent

years. Reasons for this include uncertainty around land reform, land reform beneficiaries not

necessarily having the skills to adequately utilize the land, and macro-economic issues.

The local nature of the challenges was also evidenced by the discussion at the 26th March workshop,

and from some of the written responses on card at that workshop. The District has some unique

attributes which contribute towards its tourism potential, and also its agricultural potential. For

example on tourism it was noted in the latter instance that, in addition to building around existing

District strengths for example in the Berg, there were neglected niche areas worth exploiting,

including:

Rail Tourism

Avi Tourism

Mission Tourism

Cultural Tourism

These points are reinforced by the research reported in the 2011 Sisonke report referred to above,

and the April 2014 Creighton LED Review presentation.

Returning to the March 26th workshop conclusions, there are important themes related to the

development of the local economy that were repeated numerous times. Indeed, five words sum up

the issues raised by participants at that workshop: Unemployment, agriculture, tourism, skills and

nodes/dispersed settlements.

A number of systemic issues appear to underlie, and connect, these economic issues in the Harry

Gwala District.

One of these is that the directions of public needs on the one hand (e.g. the need to reduce

unemployment and enhance private incomes) appear to be at variance with the forces driving

private investment in key economic sectors. In some major sectors like agriculture and forestry,

which decades ago were heavily labour-intensive, international forces of competitiveness have

encouraged the adoption of industrialisation (i.e. large scale mono-crop cultivation, combined with

mechanisation. This means the growth of large, commercial farms employing fewer and fewer

workers has become the norm; while at the same time there is massive and rising unemployment.


Page 18

There are policy instruments at the disposal of the District to counter such internal contradictions,

such as land reform and redistribution funds, and new agricultural-support funds. However, in

making effective use of such policies and funds, experience in other Districts of South Africa (and

indeed in other parts of the world) has been that key barriers are skills deficits. Most unemployed

people do not have the knowledge to operate small-scale, niched farming. Even if one gives access

to land (which in itself is not a simple matter), it does not always yield incomes.

Likewise, in tourism, service-quality levels have been shown in research to be key barriers to sector

expansion in South Africa. Higher spending tourists are used to service quality levels that are more

advanced than those provided by tourism entrepreneurs and workers in most of South Africa. The

Harry Gwala District has some notable natural attractions which are under-exploited (especially the

southern Drakensberg); but both the operator and worker skill levels necessary to develop new,

competitive products (e.g. high-end eco-resorts) appear to be in short supply.

Skills are usually effectively developed in key nodes which can (at least temporarily) play host to the

highest quality pool/s of practical teaching experience. At present, if young people from Harry Gwala

District were to gain advanced skills in niched, small-scale agriculture or tourism, for example, the

closest they would find them would likely be in Pietermaritzburg (or more likely further afield); and,

once there, it is probable they would not return.

A key economic question, therefore, is: Is it possible, or how could one break this cycle of ‘peripheral

economic dependency’? One possible solution would be establishment of the right type/s of

vocational training in agricultural and tourism skills, linked to subsequent internships and utilisation

by trainees of the right kinds of land reform and small business grants. In parallel, or in addition,

attracting new small to medium scale private investors in these sectors into the District may be

accelerated.

This, in turn, suggests that urban management practices in key nodes in the District would have to

be on a par with national (even international) norms. This is necessary in order to play host to the

highest calibre entrepreneurs and educators. To proceed by an Eastern Cape analogy, the success of

Rhodes University was only possible in a remote part of the Eastern Cape because Grahamstown

was a relatively attractive town capable of hosting world-class educators. Can Ixopo, or Kokstad or

another District centre offer this? If so, where and how?

It is unlikely that Harry Gwala District needs a University; but could it be possible that it needs one or

two high quality, vocationally oriented tertiary institutions focused on cutting edge tourism and

agricultural practices? A possibly related issue is that graduates of such institutes would then need

practical opportunities to take up within the District, and this would likely mean high quality

implementation of land reform and micro-lending programmes within the District, amongst other

considerations.

Such initiatives need not just focus on agriculture and tourism sectors, and while these are obvious

existing local niches, diversification of the local economy should be a priority. The 2011 Sisonke

report referred to earlier pointed out that whilst District manufacturing was marginal and

sometimes declining, there could be niche areas for development linked for example to the forestry

sector. Moreover small and micro-enterprises in various sectors hold potential. In all cases, however,

enhancing technical, trade and/or business skills was seen as a priority.


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A key economic issue could be whether the appetite and local institutional capacity exists, or could

be cultivated, to give effect to such skills-enhancement initiatives. There is an agricultural research

training centre in Kokstad, but local youth interviewed during the preparation of the KISDP (2012)

did not regard this as an attractive option, and suggested that graduates did not emerge

appropriately skilled. Scientific-Roets, a consulting firm in Kokstad has an in-house training facility

that seems to be successfully using various sources of public sector funding mechanisms to develop

appropriate local skills, but on a very small scale.

2.6.6 SPATIAL ISSUES

In order to simplify the analysis, it is useful to spatially demonstrate the issues facing the District at a

broad level. The following figures reflect some of the broader elements of the area. (Note: the figure

is conceptual and thus the lines are not exact).


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FIGURE 5: CONCEPT PLAN - MAJOR NODES, MOVEMENT ROUTES AND TOURIST OPPORTUNITIES


Page 21

FIGURE 6: CONCEPT PLAN - BROAD ISSUES REPRESENTED SPATIALLY


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Whilst Harry Gwala District is a largely rural (and thus sparsely populated) Municipality, there are a

number of nodes that are of importance at a regional and sub-regional level. The following are

nodes that have been identified through various planning exercises:

TABLE 10: NODAL BREAKDOWN

Node Type Node Name Role

Primary Nodes

Kokstad Business, Commerce, Services, Industry and Residential. A major node within the District.

Ixopo District Municipal Offices, Business, Commerce, Services, Industry and Residential. A major node within the District.

Umzimkulu Residential and Services node. Potential Commercial.

Underberg Tourism, Commercial, Residential, Agriculture

Himeville Tourism, Commercial, Residential, Agriculture

Secondary Nodes

Bulwer Commercial and Services.

Donnybrooke Commercial and Services.

Franklin Business, Commerce, Services and Residential.

Highflats Small administrative centre with some commercial

The District Municipality does not have notable National Level access. However, access to the

Kokstad via the south is via the N2 (Figure 15). This access allows the District to tie into the Eastern

Cape, as well as to the important nodes of Port Shepstone, and further away, eThekwini. At a Local

level, the key roads through the Municipality are the R56 and R617 and R612. These are critical in

providing access within the District and to the surrounding areas. Finally, there are also a number of

District level roads which knit the Municipalities together. Through the various routes, access to

Durban, Pietermaritzburg, Matatiele, Port Shepstone, and the Eastern Cape is possible.

The vast majority of Harry Gwala is rural and agricultural in nature and large portions of the District

are under the auspices of the Traditional Authority. As such, large tracts of the District reflect a

sparse settlement typology typical of such an area. However, there are concentrations of

development (intensification of densities) along transportation routes, and primarily at key

intersections. These concentrations of development have over the years, developed into nodes of

varying levels of intensity and servicing. It is also at these nodes that pockets of the population now

dwell.

Harry Gwala District has, for the large part, a very hilly topography. Whilst this makes for a very

scenic (which increases tourist opportunities) Municipality, this makes servicing areas outside of the

nodes difficult to realistically achieve.

2.7 RELATING THE DISTRICT ISSUES TO THE PROVINCIAL GROWTH AND DEVELOPMENT

PLAN A useful way to conclude this section is to relate the Situational Analysis and Synthesis of Issues back

to the Strategic Objectives identified in the PGDP. Essentially the KZN PGDP vision is for a balanced,

developed state of being for the people, land and economy of the Province. It even seems modest in

its expectations, which is appropriate in terms of global economic and environmental sustainability

challenges. However, it stands in stark contrast to the current situation in KZN and in the Harry

Gwala District, where in many areas the situation reads as the exact opposite of this vision.


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The strategic objectives of the PGDP are framed in a way that highlights the challenges to growth

and development - in order to pro-actively address them, and with respect to Harry Gwala District,

some of the important ones are summarized, per objective, below:

TABLE 11: STRATEGIC GOALS AND DISTRICT ISSUES RELATING TO HARRY GWALA DISTRICT

KZN Provincial Goals Specific Harry Gwala District Challenges

8. Job Creation

High unemployment Low cash economy Service sector is key but the private sector is under-developed Agriculture is an important contributor but not leveraged

locally. It is also a sector in decline There is tourism potential but it is not huge job multiplier.


Youthful population High underemployed human resources capacity, Under educated and skills are not matched to sectors,

especially agriculture. Land Reform has taken place, but recipients need to be skilled

to ensure productivity.


Rural District with some parts remote High grant dependency, Inadequate social services access. Human Resource Capacity issues –vacancies, skills and high

turnover of staff, financial viability of municipalities in the District

Low income base. Land reform to be accelerated to provide people with land.


Degrading infrastructure and infrastructure backlogs. Especially water and sanitation

Water rich (in terms of catchments) but local access poor

Hard to provide electricity and other services to remote areas

Sanitation challenges

Solid waste challenges

Road conditions largely poor and inadequate

Especially on freight routes

Inadequate road access to rural areas

Low revenue base to generate income for District to implement infrastructure delivery


High value eco-system services (not just water), but pressure to develop the land and natural resources – how to balance the inherent tensions.

Some unsustainable agricultural practices


A complex and changing policy environment,

Governance issues (interface between community, government and private sector, inter-governmental coordination)


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KZN Provincial Goals Specific Harry Gwala District Challenges

Institutional arrangements for development uncertain and unclear

Human Resource Capacity issues relating to vacancies, skills and high turnover of staff, financial viability of municipalities in the District - low income base.

14. Spatial Equity

Human settlement tensions- Rural versus Urban

Good delivery record but increased fiscal and service delivery burden implied by this.

Human settlement delivery is not necessarily a growth strategy however access to services by the rural poor is also addressed through human settlements development

Slow progress of land reform in the District

Access to job opportunities and other opportunities and inadequate movement networks to deep rural areas.

The need for compact town development against urban sprawl

Accessing funding for implementation of projects


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2.8 SWOT MATRIX The following SWOT matrix summarises the strengths, weaknesses, opportunities and threats that

must either be addressed or harnessed through this plan.

TABLE 12: STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS MATRIX

Strengths

Agricultural potential

Land reform

Natural scenic beauty

Eco-system services, especially water

Good service delivery record – infrastructure, housing, and social facilities.

Comparatively good public service capacity

Stable population

Good road access to key nodes via National and regional corridors

Good access to electricity

Good access to communications especially at nodes

Lots of planning done already

Land reform

Weaknesses

High levels of poverty

High grant dependency

Low education and skills levels

Scattered population

Poor road quality

Very poor access to rural areas

Vulnerability to climate change – unpredictable weather patterns, and natural disasters

Corporatisation of agriculture – local benefits not optimised

Under skilled tourism sector

Under-employment in agriculture sector

Difficult and expensive business start ups

Weak local markets

Lack of co-ordination between spheres of government as well as between local municipalities

Low economic growth

Land reform process slow, lack of farming skills to take over production, creates uncertainty

Opportunities

Youthful population

Skills development and training as a potential economic driver

Leap frog technological development

Develop IT access especially to enhance SMME development

Available (underemployed) human capacity

Under-developed tourism – good tourism assets and potential

High levels of ‘free’ eco-system services

Optimise local agricultural potential

Enhance SMME development especially related to localised economic development

Green economy opportunities related to climate change adaptation

Innovative solid waste management business

Node densification and compaction

Public realm development at nodes

Improve the production of agricultural land, especially in areas that are State or Community owned.

Threats

Poverty

HIV Aids

Climate change

Outward migration of skills

Inward migration of indigent attracted by good service delivery

Aging infrastructure

Low levels of formal sanitation (not necessarily sewer)

Low revenue base

High free service delivery demands

Crime and Grime

Un-integrated nodes

Un-planned/ad-hoc node development

Unregulated and unplanned growth at nodes especially Ixopo

Unregulated rural development, especially along corridors

High public sector staff turn-over

High dependency on fossil fuel based transport

Shrinking private income value

Land Reform uncertainties


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3 VISION AND MISSION STATEMENTS Strategic Plans need to be guided by an understanding of where the Municipality wants to be in the

future. It is important that a vision statement is short and easily remembered. A vision statement

also needs to clearly outline the desired outcome of the plan.

Based on the understanding gained from the Status Quo as well as the Synthesis and Analysis of

issues, a vision statement for the Harry Gwala Growth and Development Plan has been drafted

through a stakeholder workshop process:



This will occur through increased participation in the economy, whilst protecting the

natural environmental assets.

The mission statement describes what the Municipality wants to do now i.e. Why do we do what we

do and for whom?

The Mission of the District is to implement the Growth and Development Plan by delivering the

following to the citizens and investors in the Municipality:

Honest and Transparent Governance

Appropriate and Reliable Infrastructure Services according to the SDF priorities

Access to jobs by providing an enabling environment for investment and facilitating skills

and SMME development

Safety and Security through zero tolerance of wrong doing at all levels

Improved Municipal Health Services

Lobbying the Provincial Government for

Better Quality of Education

Improved Healthcare facilities

Appropriate Land Reform


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4 DRIVERS OF GROWTH AND DEVELOPMENT The overall Provincial Strategic Goals for growth and development have been identified as:

1. Job Creation






7. Spatial Equity

All these goals need to be addressed within the Harry Gwala Municipal Growth and Development

Plan and are therefore the goals of this plan. However, within these goals there are a plethora of

aspects and areas that can be addressed, and it is considered imperative that with limited resources

(people, budgets and time) attention is focused on the critical elements rather than trying to be

comprehensive in addressing everything and achieving nothing because efforts are spread too thinly.

Thus, based on the SWOT analysis and key issues identified an effort was made to determine the key

and critical aspects that needed to be addressed to achieve growth and development in the District.

With this approach in mind, the drivers of growth within the District were considered. Four key

sectors were identified as potential drivers of growth and development in the area:

5. Agriculture and agro-industry

6. Tourism

7. Public Sector

8. Strategic Infrastructure Delivery

To achieve growth in these areas four key objectives were filtered out which need to be

implemented within all four key sectors and linkages across these areas identified and exploited:

5. Skills development

6. SMME development



The institutional mechanisms to guide planning and implementation, as well as developing within

the context of the Green Economy were then considered cross cutting strategies that would apply to

all areas.

These drivers of growth and key objectives are completely interrelated and cross cutting as

illustrated in the following diagram. Examples of the cross cutting nature are then highlighted in a

second diagram and then expanded on in the text that follows:


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FIGURE 7: DRIVING GROWTH IN HARRY GWALA


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FIGURE 8: DRIVING GROWTH IN HARRY GWALA - EXAMPLES


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Key Target Sectors:

The figure below shows the share of Gross Value Added (GVA) for the Harry Gwala District by sector

as of 2011 (Source: Global Insight Metadata, 2011). As can be seen, the three largest sectors are

Community Services (mostly government), Agriculture and Trade (which includes tourism) in that

order.

FIGURE 9: THE SHARE OF GROSS VALUE ADDED (GVA) FOR THE HARRY GWALA DISTRICT BY SECTOR AS OF 2011

Source: Global Insight Metadata, 2011

Agriculture is a critical sector within the District economy, being second largest in GVA terms and

has the potential to continue to contribute to the growth and development of the area. The research

suggests however that there are a number of issues that would need to be addressed to maximise

the opportunities that may exist. These include land claims and land reform where the uncertainty in

this regard appears to be reducing farmers’ appetite for increasing their investment. In addition it is

apparent that much of the income opportunity not being leveraged within the District or, in other

words, is leaking out of the area. For example whilst milk is the critical sector, there is no milk

processing unit within the District. Thus, all milk produced within the District gets sent to the

processor for a minimal fee (around R3/ litre), and is then sent back to the District and sold at shops

for R13 a litre. Importantly, exploiting the opportunities through specific interventions that support

local agro-processing and distribution in this, as well as in other agricultural sub-sectors, is an

important area for further investigation. Localisation should be a key strategy for sustainable

economic growth, and as articulated in the literature on the Transition Towns movement in

particular, has the added benefit of increasing social cohesion and local resilience. Agriculture is an

obvious sector to implement localisation strategies.

Tourism, and its linkages, is the third most important contributor to economic growth. The potential

within the District for tourism is large and can have significant economic benefits for the

communities. Whilst the Drakensberg is a well-known tourist destination, other tourist activities

such as Rail Tourism, Mission Tourism and Bird Tourism are not as well-known and could promoted

with the potential multipliers exploited. Furthermore, it is suggested that the potential linkages

between Tourism, SMMEs and Agriculture are critical opportunities for growth. For example small

Community services 35%

Finance 10%

Transport 4%

Trade 16%

Construction 2%

Electricity 2%

Manufacturing 6%

Mining 0%

Agriculture 25%


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scale agricultural production such as vegetables, eggs, bottled water, cheese making, as well as other

production such as local crafts, fudge, biscuits etc. could supply the local tourist industry. The critical

aspect to consider in upskilling people in these areas is quality of goods and reliability of supply.

Skills development within the tourism sector is also important and the opportunity for establishing a

hotel or hospitality school to train local people to work in the tourist sector should seriously be

considered. A demand for this was articulated in Stakeholder workshops and it was proposed as a

potential new project.

The public sector is a critical component of the Economy of the District and is the largest of the

District sectors. It plays a role in both facilitating growth through its activities as well as being an

active employer and thus income contributor. However, the issue of developing and retaining skills

and capacity in the public sector in the District needs to be addressed if growth is to occur.

The implementation of strategic infrastructure projects to unlock growth potential is a key

component of this strategy. Not only will this unleash private sector investment but employment on

infrastructure projects will contribute to skills development and growth. Furthermore, the

maintenance and upgrading of essential services (especially water, reliable electricity,

communications and transportation) will support growth and development as investment will not be

retained or attracted unless essential services are guaranteed. Increasingly, and particularly with

respect to promoting economic growth, communications infrastructure is regarded as an essential

service. Given the size of the Municipality and the fact that in the settlement patterns are dispersed

it will be necessary to consider alternate servicing approaches in deep rural areas as conventional

servicing costs will be too high. Full levels of servicing should be focused on the nodes identified in

the spatial strategy, although even there, alternatives to the business as usual approach should be

considered, for example the introduction of renewable energy, water recycling, as well as innovative

solid waste minimisation and management .

Overarching Objectives

To achieve improvements in these four drivers of growth (agriculture and agroindustry, tourism,

public sector and strategic infrastructure) four primary growth and development objectives were

identified:

1. Skills Development

2. SMME Support



Promote Skills Development and Skills Transfer - In order to improve the District, the skills of all

citizens wishing to participate in the economy need to be improved and transferred in a manner

which is appropriate to the local needs and ensures long term viability. Skills need to match the

drivers of growth i.e. Agriculture, Tourism, Public Sector and Strategic Infrastructure, in order to

ensure that employment is increased. For example focusing on training for the hospitality industry

through a hotel school may be an opportunity. Skills development programmes also need to address

the linkages between the drivers of growth – for example developing skills in agricultural products

(vegetables, herbs, flowers, fruit, cheese, etc.) that would supply the tourism sector – hotels, B&Bs,


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Guesthouses, craft shops, etc.). Skills development also needs to address the issue of quality and

reliability of supply to market which is imperative for businesses to prosper.

Support SMMEs - currently there are between 600 and 700 SMMEs registered within the District

(SDA records). These SMMEs in general relate to agricultural farming (co-ops and the like) as well as

broad undefined entities. Many of the SMMEs are not specialised in any one field or discipline, and

there is the perception that the SMMEs within the District focus on tender applications, even if the

tenders are unrelated to their business. The Sisonke Development Agency has expressed the view

that there is minimal financial and training support for the SMMEs within the District, especially long

term. SMME support in the future needs to be strongly focused on the agriculture, tourism, services

to the public sector (e.g. cleaning) and infrastructure provision, including business and financial

training.

Promote Spatial Equity - A strong Nodal settlement pattern exists within the Harry Gwala District,

however, there is also a widely dispersed rural settlement pattern and a large rural island that is

under-serviced and far from major opportunities. In other words, it is largely outside of the sphere of

influence of these nodes. Thus interventions are needed to improve the spatial equity in the areas in

between the primary nodes within the District and address deep rural settlement issues. This spatial

restructuring also needs to take account of sub-regional planning and cross-border planning and

focus on supporting the agricultural and tourism sectors and well as giving direction to strategic

infrastructure provision.

Promote Innovation, Research and Knowledge - In order to drive change and growth in the District,

research needs to be conducted on a range of growth related issues in order to understand the

economy, ensure innovative development and ensure that whatever potential economic activities

are pursued are appropriate to the demands of the public and private sector. Innovation in project

planning and implementation is required to change the growth trajectory. The research needs to

focus on the 4 key drivers of growth i.e. agriculture and agroindustry, tourism, public sector and

strategic infrastructure, perhaps even adopting the provincial approach of Laboratories focusing on

particular areas of research. The Provincial LABs focusing on Poverty Alleviation and Makatine are

likely to have particular relevance to the Harry Gwala District.

In order to achieve Growth and Development within the District, Cross Cutting strategies also need

to be considered. The two important cross cutting strategies identified are: improving the

Institutional Framework and overall Governance, and developing the Green Economy, which has

enormous potential in this District. Climate change is already being experienced in the District, most

obviously in more frequent extreme weather events. The promotion of local adaptation strategies,

which could include alien clearance and biodiversity improvement, renewable energy use, improved

insulation of buildings, use of local and traditional building materials, waste re-cycling, to name a

few; is a potential driver of new green economy opportunities. From an institutional perspective a

strong institutional mechanism that is accountable for the growth and development of the region is

required. Within this framework it is critical to bear in mind is that growth and development is not

only a Government function. Partnerships with the private sector and NGOs is essential to identify

opportunities and open these up to the local community.

The mechanisms to measure growth and development and specific actions required to address the

drivers of growth are listed in Section 6, whilst key catalyst projects required to achieve growth and


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development are discussed in Section 7. The sectors and strategies explored in this section should be

used to prioritise the interventions listed in Section 6 and the catalyst projects.


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5 THE SPATIAL FRAMEWORK FOR DEVELOPMENT A key objective of this growth and development plan is spatial equity. The Harry Gwala District

Municipality has recently reviewed and updated their District Spatial Development Framework Plan

(2014-2015 HGDM IDP (2012-2017 Term)) which provides the basis for spatial restructuring to

improve spatial equity as well as guiding the location of projects and direction of growth.

This framework (Figure 9) identifies a hierarchy of development nodes as well as development

corridors that link these nodes together and provide access to areas of need.

Hierarchy of Development Nodes where development should be focused

Primary Nodes which have high levels of economic development, growth and expansion

potential to serve the regional economy. However there is a need for detailed planning for

infrastructural and services requirement to facilitate expansion. Typical services that are

expected in these centres including Agri-industrial development, large scale tourism

projects, housing development, shopping centres, wide range of retail services, police

services, primary, secondary and tertiary high level of education centres, hospitals, clinics,

government departments, satellite offices (especially land affairs, social welfare).

Kokstad,

Umzimkulu,

Ixopo and

Underberg / Himeville

Secondary Nodes have potential for growth and good existing levels of economic

development. Typical services that can be expected at these nodes can include police

stations, low level retail services, low levels of housing development (less than 1000 lots),

small scale tourism, education facilities (primary and secondary), clinics, pension payout

points, community halls etc.

Franklin,

Creighton,

Donnybrooke,

Bulwer (potential to become a primary node if planned appropriately), and

Highflats.

Tertiary Nodes have a lower potential for economic potential providing services mainly to

the local communities. Proper formalization in terms of planning and development control is

required in these areas to enhance their development potential. Typical services to be

expected in these centres can include low level retail services, police stations, education

(primary and secondary), clinics, pension pay-out points, community halls and taxi ranks.

Swartberg,

Riverside,

Ibisi and

Rietvlei.

Rural Service Nodes are identified to serve the rural communities in accessible locations.

Services that should be included are Clinic / Mobile Service, Post Boxes, Shops, Secondary

and Primary Schools, Pension Pay-out Point, Taxi Rank and Traditional Authority Court.

Ntsikeni,


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Lourdes,

Gowan Lea,

Centacow,

Kilmon,

Ncwadi,

Stepmore,

Ntwasahlobo,

Makhoba,

Nokweja, and

Jolivete.

Tourism and Recreation Nodes which are located in areas which are are attractive, provide

good views, a feeling of “being in the mountains” and have potential for resource orientated

activities. These have ready access to the wilderness / natural areas through controlled

points”. All these nodes are on private land, adjacent to the UDP, and are accessible to the

public entry points leading to the Park.

Garden Castle,

Sani Pass and

Bushman’s Nek.

There is also tourism potential in the following areas:

Kokstad urban fringe on the N2,

Ntsikeni Nature Reserve,

Nazareth,

Ophepheni (P68),

Indlovu Clan (Ubuhlebezwe to west of R56)

Qunu falls,

Umzimkulu and

Creighton

Greater diversity of tourism in the district could be achieved through wider range of facilities

and attractions including historical (e.g. Mission tourism), cultural events and eco-tourism

adventures, Avi tourism, River rafting (in Umzimkulu, Ngwagwane, Pholela, Ndawane Rivers)

4 X 4 trail, Mountain biking trails (berg to Coast) etc.

Transportation Network

A transportation network have been identified to link the various nodes and opportunities into a

meaningful whole and to improve access to areas with economic potential within areas of high

poverty. These routes provide for long distance travel and are also areas along which development

should be encouraged at appropriate nodes. This does not imply that development should be

allowed to occur on an ad-hoc basis along the length of such a route. More detailed planning will be

required to identify actual corridors as opposed to movement routes. Primary and Secondary routes

have been identified


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Provincial Priority Corridors, which are primary corridors within the District, that are

intended to serve areas of high poverty levels with good economic development potential

within one or two sectors.:

SC 2: Kokstad – Umzimkulu – Msunduzi (Provincial Secondary Corridor), and

SC6: Port Shepstone – St Faiths – Ixopo (Provincial Secondary Corridor)

Secondary Corridors providing internal linkages as well as external connections (see Figure

9).

Areas of need

The SDF highlights critical areas that are in poverty, and in need of services. These areas are located

outside of the nodes and access to facilities is an issue for these areas. New roads/corridors have

been proposed to provide access to these areas between Bulwer and Kokstad and Umzimkulu and

Swatberg.


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FIGURE 10: HARRY GWALA DISTRICT SPATIAL DEVELOPMENT FRAMEWORK (2014) 2014-2015 HGDM IDP (2012-2017 TERM) PAGE 23


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6 GROWTH AND DEVELOPMENT - APEX INDICATORS, PRIMARY INDICATORS

AND INTERVENTIONS

6.1 INTRODUCTION Strategic Plans such as is outlined in this report often fail because there is no means of measuring

the impact of the actions identified. A key change in the Provincial approach in the PGDP has been to

identify indicators and targets that measure the interventions proposed. The primary purpose of

indicators and interventions is to give clear direction to all role-players of the anticipated impact and

benefits of pursuing the objectives identified through the course of the work undertaken. Indicators

also form the basis for a monitoring and evaluating system. Broadly speaking, indicators are statistics

that are derived from a range of information and that can be used to measure a situation (in this

case, growth and development). A critical point to bear in mind is that too many indicators can be

overwhelming, resulting in unrealistic expectations, and difficulties with unnecessarily onerous

monitoring and reporting.

Indicators

In line with the Provincial approach, indicators and targets have been identified for the Harry Gwala

District Growth and Development Plan. Two types of indicators are used:

Apex Indicators, which are high level indicators that measure and evaluate performance against the 7 Strategic Goals.

Primary Indicators, which are a level down and measure the progress of the 30 Strategic

Objectives that fall under the Strategic Goals.

The following section details the Apex indicators for measuring Growth and Development in the

District against the 7 PGDP Goals. In each instance the Provincial goals and indicators for KwaZulu

Natal are presented in the first table (source: PGDP October 2012) with the District Specific Goals

and Indicators in the second table. The District indicators are derived largely from a variety of official

sources which are identified in footnotes to the tables. In other words the footnotes explain the

source of information and the methodology used in the preparation of the baselines and targets.

It is noted that for the purposes of the Harry Gwala Growth and Development Plan, Apex Indicators

and Primary Indicators have been prepared as a drawdown of the Provincial Growth and

Development Plan. Effectively the numbers/ targets for the Apex and Primary Indicators can be

viewed in 2 broad typologies:

1. A mathematic draw down of the Provincial Growth and Development Plan in such a manner

that the targets are representative of the role that the District should play in relation to the

Province as a whole. For example, the PGDP sets a target of R450 000 million in 2020 for

“Total value of output of all sectors within the district economy”. Harry Gwala District’s

contribution for this should be in the region of R7 428 million. In these instances, the

relevant sources for the development of the indicators is included as a note after each

indicator.


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2. An alignment of targets based on the PGDP, not necessarily represented as a draw down.

For example, the PGDP targets a value of 1.0 for the Adjusted Human Development Index in

2030. This value should be replicated at a District level.

It is noted that in several instances baseline information is not yet available for the District. Where

this is the case surveys and research will need to be undertaken to address the gaps in information.

The results will then need to be incorporated into future reviews of this plan.

Interventions

The actual interventions to achieve the growth and development envisaged are tabulated in the

tables that follow the Primary Indicators. These interventions are also based on the PGDP template,

although some modification has been undertaken to relate to a District level. Many of the

interventions can also be read in conjunction with the District Capital Development Plans.

It is stressed that the various interventions listed in the tables below do not each directly correlate

to a specific indicator. Rather each intervention has many implications across various indicators and

as such there is no direct collection between an intervention and a specific indicator. Whilst it is

possible to generically say that one intervention may have more implications on a specific

intervention than another, this is too simplistic and does not represent the multi-layered

consequences of each.

An important element relating to the interventions is the responsible agents/ partners. These are

not a complete list. As with any developmental related project, partnerships between numerous

agencies or institutions (such as the District, various Government Departments or Parastatals) are

critical with several playing a role in implementation. Thus, the institutional mechanism or structure

responsible for the implementation of the plan is key, must include partnering with relevant

stakeholders.

The understanding of the drivers of growth and key objectives in the Municipality as repeated below

should be used to prioritise the interventions listed in this section of the plan.

DRIVERS OBJECTIVES

Agriculture and agro-industry Skills Development

Tourism SMME Development

Public Sector Spatial Restructuring

Strategic Infrastructure Delivery Research and Innovation


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6.2 GOAL 1: JOB CREATION

6.2.1 APEX INDICATORS TABLE 13: PGDP TARGETS FOR JOB CREATION FOR KWAZULU-NATAL PROVINCE

Source: Provincial Growth and Development Plan (2012)

TABLE 14: HARRY GWALA DISTRICT TARGETS FOR JOB CREATION

DEDT – Department of Economic Development and Tourism.

* Notes: Base derived from Diagnostic Report, Sisonke District Municipality, LED review 2011 and 6% p.a. growth rate also

extrapolated from there

**Notes: Base derived from StatsSA (rounded estimate) report 03-01-53, Census 2011 Municipal Report KwaZulu-Natal

Municipalities; and growth rates assumes similar to GVA growth to 2015 but greater labour-intensity thereafter (as per

NDP and PGDP policy objectives)

***Notes: Apply GVA data to 461 000 base population escalating to 500 000 in 2030, the fairly slow population growth rate

due to outmigration

The targets set for these indicators are based on the PGDP targets and indicators. The calculations

involved in the preparation of these figures are based on the notes listed above.

APEX INDICATORS BASELINE (2010)

TARGETS Verification Reporting

2020 2025 2030

Total value of output of all sectors within the district economy (per annum)

R267 200 million

R450 000 million

R600 300 million

R 750 million

Stats SA and associated databases

Annual DEDT

Total employment in all sectors within the district economy

2 400 000 3 300 000 3 900 000 4 500 000


Annual DEDT

GDP per capita within the district economy (per annum)

R28 110 R39 760 R47 280 R56 230


Annual DEDT



2020 2025 2030

Total value of output of all sectors within the district economy* (per annum)

R4 395 million

R7 428 million

R9 656 million

R12 552 million


Annual District with DEDT

Total employment in all sectors within the district economy** (total)

75,000 147,000 191,000 248,000 Stats SA and associated databases


GDP per capita within the district economy*** (per annum)

R9 533 R15 475 R19 507 R25 104 Stats SA and associated databases



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6.2.2 PRIMARY INDICATORS AND INTERVENTIONS

6.2.2.1 UNLEASH AGRICULTURAL POTENTIAL

Primary Indicators

Primary Indicators Baseline Data

Proposed Targets Verification Reporting

2020 2025 2030

Total employment within the agricultural sector - including forestry and livestock farming*. (Total)

25,000 jobs est

28 630 jobs

31 145 jobs

33 900 jobs

Agricultural Census, Statistics South Africa and associated databases (Global Insight and Quantec)


Value of agricultural contribution to the District economy.** (per annum)

R1,143m R1309m R1424m R1550m Agricultural Census, Statistics South Africa and associated databases (Global Insight and Quantec)


Development of commercial farmers (new entrant, small-scale, ITB and Land reform***) (per annum)

350 est. 430 470 530 Agricultural Census and KZN Dept Agriculture and Rural Development and KwaNalu

Annual District with KZN DARD

Hectares of land under agricultural production including forestry and livestock farming****. (Total)

Circa. 800,000

ha

Circa. 820,000

Circa. 830,000

Circa. 840,000

Agricultural Census and National KZN Dept Agriculture and Rural Development and KwaNalu


*Note: Derived from an estimate of one third of all employment in District, as inferred from Diagnostic Report,

Sisonke District Municipality, LED review 2011; and assuming greater numbers of small farmers and measures

to enhance labour intensity keeping in parallel with output (despite current trends to the contrary)

** Notes: Derived by applying 26% of total output (as in table 4) to baseline, then assuming 1.7% p.a. growth

(compounded) as per Diagnostic Report, Sisonke District Municipality, LED review 2011

*** Note: Assuming 10% of provincial total

**** Note: Assuming 80% of total area, the remainder mainly being environmental conservation areas

(especially the southern Berg, and towns, villages; thus not much scope for areal expansion)


Page 42

Interventions

PGDP Goal 1: Job Creation

PGDP Strategic Objective : Unleash Agricultural Potential

# Generic Description of

Objective

District Specific Status Quo

District Specific Intervention

Location Time Responsible Agents/Partners

A Support for and Development of Commercial Farmers (new entrant, small-scale, land reform and ITB farmers)

Forestry, maize, fruit, potatoes. Issue: Distribution and packaging.

Small scale forestry and sugar farming linked to sectoral industry and provincial initiatives

Throughout District

Short to medium term

SDA with KZN Dept Agriculture and Rural Development Partnered with Large agri-business

B Enhancement of agricultural value-adding and marketing

Dairy and Meat. Issue: Corporatisation of milk.

Link to DBSA or similar plus KWANALU to establish local facilities. Do formal feasibility on a local milk processing/ packaging and distribution centre. Initial studies indicate this will require a road upgrade between Creighton and Franklin to ensure sufficient volumes.

To be determined through market research and feasibility study


SDA with DBSA/IDC/Kwanalu

C Expansion of irrigation schemes and improved water-use efficiency

Various schemes currently within the District. Need for bulk water Schemes.

Work with DWAF on small scale dam and irrigation prospects. Set up a decision mechanism on which small dams to build where, when and why. Review and implement Bulk Water Schemes (see Catalyst Projects)

Throughout District


District with KZN Department of Water Affairs and Sanitation, KZN Dept Agriculture and Rural Development Kwanulu

D Protection, rehabilitation and improved productivity of agricultural

Good agricultural resources

Work with DEA on a District Plan. Set up a decision mechanism on

Throughout District


District with KZN Dept Agriculture and Rural Development,


Page 43


PGDP Strategic Objective : Unleash Agricultural Potential

# Generic Description of

Objective



Location Time Responsible Agents/Partners

resources top priorities to implement enhanced productivity

Kwanulu

E Expedite the resolution of land claims

Major new claims in progress and unresolved old claims

Assist Rural Development and Land Affairs; provide additional qualified staff to expedite claims

Throughout District


District to request Dept of Rural Development and Land Reform, Land Claims Commission

F District Specific: Address underutilization of State Owned farms

Number of state owned farms underutilized

Improve Skills Resources to ensure farmers are skilled and maximise the potential of the farms. The skills resources needs to be continually improved and maintained over a long period to ensure that there is no lapsing.

Throughout District


SDA, District, KWANALU, Dept of Rural Development and Land Reform as well as various programmes related to education

G District Specific: Address Title Deed Adjustments

Title deeds need to be updated to reflect correct owner

Improve Title Deeds to reflect current owners of land as many title deeds are outdated.

Throughout District, but especially Umzimkhulu

Short to Medium

Local Municipalities with Deeds Office

6.2.2.2 ENHANCE SECTORAL DEVELOPMENT THROUGH TRADE AND INVESTMENT

Primary Indicators

Baseline Data


2020 2025 2030

Total Employment in all sectors excluding agriculture* (total)

50 000 jobs

67 000 jobs

78 000 jobs

81 000 jobs

Statistics South Africa and associated databases (Global Insight and Quantec);


Value of District Economy (minus agriculture)* (per annum)

R3,252m R5,420m R7,338m R9,256m Statistics South Africa and associated databases (Global Insight and Quantec);


*Notes: Assuming expansion at projected PGDP rate


Page 44

Interventions


PGDP Strategic Objective : Enhance sectoral development through trade and investment

# Generic Description of Intervention



Location Time Responsible agents, partners

A Encourage the utilisation and beneficiation of mineral resources and natural gas

No resources known

NA N/A N/A N/A

B Enhance Value-Adding within the Manufacturing Sector

Weak sector Conduct research studies

Ixopo, Kokstad

Short term

District with SDA and IDC, KZN Dept of Econ Dev and Tourism

C Develop, Diversify and Market the Tourism Sector to increase Domestic and Foreign Visitors in the Province

Good sector with potential

PPP Tourism authority needed, as for example in Ilembe

Focus on Drakensburg


District with SDA, KZN Dept of Econ Dev and Tourism, District Municipality,

D Improve the Efficiency and Productivity of the Maritime and Transport and Logistics Sectors

Maritime NA; warehousing & logistics possible, but only smaller sub-regional in scope not competing with mega-hub at Cato Ridge

Do feasibilities for sub-sectoral promotion at local level

Focus on major intersections of roads


District with KZN Dept of Econ Dev, Tourism and Environmental Affairs, some FMCG firms on rural areas (e.g. Boxer stores)

E Facilitate the Expansion of Investment into the Services Sector

Weak sector here

Do feasibilities for sub-sectoral promotion

Likely Kokstad

Short to Medium term

District with SDA and KZN KZN Dept of Econ Dev, Tourism and Environmental Affairs

F Re-enforce District Agencies to drive LED and Investment

Review by Provincial Govt suggests limited success of SDA

Do capacity enhancements of SDA, and/or other as suggested in current work being undertaken by COGTA

Throughout District

Short term

SDA supported by District Municipality

G Review the Funding Framework to Improve Access to LED Funding

Weak access now

Do feasibilities for sub-sectoral promotion

Throughout District

Short term

SDA

H Strengthen the functioning of the Project Brokering Unit (PBU)

TBD TBD District Municipality


Page 45


PGDP Strategic Objective : Enhance sectoral development through trade and investment





I Development Special Economic Zones and Industrial Hubs

Not yet developed

Industrial Hubs identified in SIP6 project – Dairy and Timber; but now need project feasibilities

TBD Short term

SDA and District with DTI, Kwanalu, Institute for Commercial Forestry Research

J Establish an integrated Business Retention and Expansion Programme (BR&E)

Not yet developed

Do project establishment plan

Likely Ixopo Short term

District with KZN Dept of Economic Development and Tourism, SDA, District Municipality

K Investigate, along with Business, an optimal Business Chamber Model for Improved Partnerships and Functionality

Kokstad Chamber of Business in place

Initiate PPP Build on existing Business Chambers

Throughout District

Short term

SDA with Local Chambers, KZN Dept of Econ Dev and Tourism

L Establish an effective tracking mechanism to monitor provincial trade and investment flows and sector performance

Unknown Liaise with Provincial Treasury (Dr Coetzee)

District Office Short term

District Municipality, KZN Treasury

6.2.2.3 IMPROVE EFFICIENCY OF GOVERNMENT LED JOB CREATION PROGRAMMES

Primary Indicators

Baseline Data


2020 2025 2030

Cumulative Total number of FTEs created through EMPWP and CWP* (total)

None 2 175 (2013-2014) As set by National

Government, rising to

2 777 (2018-2019)

Circa 3 000

3544 (2023-2024);

rising to 4523+ (2025-2029)

Department of Transport, Department of Agriculture, Department of Human Settlement and others that undertake job creation. Nerve Centre.

Annual District with Relevant depts.

Total Rand Value of each EPWP job in District (total)

TBD 256 600 TBD TBD Department of Transport, Department of Agriculture, Department of Human Settlement and others that undertake job creation. Nerve Centre.

Annual District with Relevant depts.

Number of Small 250 600 900 1400 CIDB Database, Dept of Annual


Page 46

Baseline Data


2020 2025 2030

contractors created through Vuzukhaze Emerging Contractor Programme* (total)

Transport and other Departments that undertake job creation programmes.

District with DEDT

*Note: Assuming 10% of PGDP goals given that these are mainly rural priorities and that there are 10 District

Councils

Interventions


PGDP Strategic Objective : Expansion of government-led job creation programmes





A Support enhanced implementation of the EPWP (incl. CWP) Programme

TBD Expand programme in District

Throughout District

Short term

Dept of Public Works

B Facilitate expanded access to the Jobs Fund

TBD Establish contact channels with the Fund

Throughout District

Short term

DBSA

C Implementation of the Youth Employment Accord

TBD Take District level actions deriving from Accord

Throughout District

Short term

SDA with KZN Dept of Economic Dev and Tourism, District Municipality

6.2.2.4 PROMOTE SMME AND ENTREPRENEURIAL DEVELOPMENT

Primary Indicators

Baseline Data


2020 2025 2030

Number of Co-operatives and SMMEs registered in the District that have been in operation for more than 2 years* (total)

1,640 2,300 2,750 3,300 Provincial government database, DEDT

Annual SDA with DEDT

Number of jobs created through establishment of SMMEs and Co-Ops* (total)

15 000 16,600 17,450 18,300 Survey, provincial government database, DEDT

Annual, SDA with DEDT

Balanced District B-BBEE Scorecard to measure progress within District (total)

TBD TBD TBD TBD DEDT, BBBEE Advisory Council

Annual SDA with DEDT


Page 47

*Note: Assuming 10% of PGDP reported facts and goals, given that these are mainly rural priorities and that

there are 10 District Councils

Interventions


PGDP Strategic Objective: Promote SMME and entrepreneurial development





A Facilitation of access to markets for small enterprises

Weak District produce marketing initiative

District office

Medium term

District Municipality with SDA

B Facilitation of access to finance for small enterprises

Moderate Work with Banks, new Ministry

District office

Medium term

SDA with Banks, DBSA

C Capacity building and Mentorship Support for small enterprises

Weak Establish mentoring network

Throughout District


SDA, District Municipality, NBI, KWANALU

D Advocate and lobby for the review of the business regulations and reduction of red-tape for small enterprises

Unknown Lobby new Ministry

District office


District Municipality

E Access to appropriately located facilities with linked services

Average Determine market needs beyond existing services

Throughout District


District Municipality, KZN Dept of Econ Dev and Tourism

F Implementation and enforcement of BBBEE

Unknown District Municipality to work with DTI to determine tools available and then implement

Throughout District


District Municipality, DTI

G Enhancement and marketing of local attractions

District that has significant potential that can be leveraged

District tourist PPP

Throughout District


District Municipality, SDA, new PPP

H Extending average local spend of tourists

Too prone to short stopovers

District tourist PPP

Throughout District


District Municipality, SDA, new PPP

6.2.2.5 DEVELOP THE KNOWLEDGE BASE TO ENHANCE THE KNOWLEDGE ECONOMY.

Primary Indicators

Baseline Data Proposed Targets Verification Reporting

2020 2025 2030

% of patents and designs registered in District*

Unknown, TBD 7% increase on base year

17% increase on base year


Registered patents - Companies and Intellectual Property



Page 48


2020 2025 2030

Commission (CIPC)

% of registered professional engineers in District labour force*

Unknown, but likely less than 1%




Engineering Council of South Africa (ECSA). HSRC


Gross expenditure on R&D as a proportion of District GVA*





National Survey of Research and Experimental Development. National Department of Science and Technology (DST). Annual


Percentage of academic staff with PhD Qualifications*


25% 50% 75% Tertiary Institutions, Office of the Premier

Annual OoP

*Note: Following PGDP targets, but base levels amended where appropriate

Interventions


PGDP Strategic Objective: Develop the knowledge base to enhance the knowledge economy.





A Strengthen the partnerships between public sector, private sector, and research institutes and tertiary institutions

Weak Establish satellite with DUT/UKZN

Ixopo or other

Medium term

District Municipality, UKZN, DUT

B Establishment of Regional Innovation and Technology Hubs

Weak Focus on agriculture and tourism

Ixopo, Kokstad

Medium term

SDA with KZN Treasury, KZN Dept of Econ Dev and Tourism, UKZN, DUT

C Establish a consolidated indigenous knowledge system towards commercialisation

Unknown Liaise with provincial government, UKZN, DUT.

Throughout District


KZN Dept of Education, DUT, UKZN


Page 49

6.3 GOAL 2: HUMAN RESOURCE DEVELOPMENT

6.3.1 APEX INDICATORS TABLE 15: PGDP TARGETS FOR HUMAN RESOURCE DEVELOPMENT FOR KWAZULU NATAL PROVINCE



2015 2020 2025 2030

Gross Enrolment Rate

Primary

Secondary

94%

86.7%

95% 88%

97% 89%

98% 90%

100%

90%

DoE Annual

Percentage of Grade 3,6 and 9 learners performing at the required levels of annual national assessments (Literacy and Numeracy)

36% 60% 70% 80% 90% ANA Report, DoE

Annual

Performance at SACMEQ

Reading

Mathematics

486 485

500 500

550 550

600 600

600 600

SACMEQ Reports, DoE

Periodic

Percentage National Senior Certificate pass rate

68.1% 75% 80% 85% 90% DoE Annual

Numbers of students qualifying for bachelors programme in the NSC

27 826 30 000

33 000

35 000

35 000

DoE Annual

Participation in the FET College sector

12.5% 15% 20% 25% 30% DHET Annual

FET NC (V) graduation rate 66% 68% 70% 73% 75% DHET Annual


22.1% 22.5% 23% 24% 25% DHET Annual

Adult Literacy Rate 80% 82% 84% 87% 90% StatsSA, DOE

Periodic


TABLE 16: HARRY GWALA DISTRICT TARGETS FOR HUMAN RESOURCE DEVELOPMENT


TARGETS Verifica tion

Reporting

2020 2025 2030

Gross Enrolment Rate*

Primary

Secondary

77.3%

90% 65%

85%

97% 75%

90%

98% 80%

94%

99% 85%

DoE Annual DOE

Percentage of Grade 3,6 and 9 learners performing at the required levels of annual national assessments (Literacy and Numeracy)**

Grade 3-48.3%,39.2

% Grade 6-

27%, 24.7% Grade 9-

34%,11.8%

50%,60%

50%,40

%

40%,25%

70%60%

60%,40%

60%,40

%

80%,75%

75%,70

%

75%,70%

ANA Report, DoE

Annual Department of Education

Performance at Unknown at Approx. SACMEQ Periodic


Page 50


TARGETS Verifica tion

Reporting

2020 2025 2030

SACMEQ

Reading

Mathematics

District level, but

50approx. 450 for

reading and 400 for maths

500 for reading 450 for maths

575 for reading 525 for maths

650 for reading and 600

for maths

Reports, DoE

DOE

Percentage National Senior Certificate pass rate***

70.7% 80% 85% 90% DoE Annual DOE

Numbers of students qualifying for bachelors programme in the NSC****

Approx. 600 1500 2000 2500 DoE Annual DOHET

Participation in the FET College sector ****

Unknown +20% +30% +40% DHET DOHET

FET NC (V) graduation rate *****

Unknown +20% +30% +40% DHET Annual DOHET


5% 9% 22% 13% DHET Annual DOHET

Adult Literacy Rate Estimate 50%

70% 80% 90% StatsSA, DOE

Periodic DOHET

* Notes: figures derived and inferred by national DBE data and StatsSA municipal report 03-01-53, and projected forwards largely in with PGDP objectives grafted onto District conditions **Notes: Data derived from DBE Report on the Annual National Assessments 2012, Grades 3, 6 and 9; and projected forwards in relation to PGDP objectives in relation to local District conditions ***Notes: Derived from DBE report on NSC Results 2013 and projected forwards in relation to PGDP objectives and local District conditions ****Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, and DBE report on NSC Results 2013 plus PGDP objectives in relation to local District conditions *****Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53 plus PGDP objectives in relation to local District conditions *****Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, plus inferences from

Umkanyakude DGDP draft Indicators Report 2014

The targets set for these indicators are based on the PGDP targets and indicators. The calculations involved in the preparation of these figures are based on the notes listed above.


Page 51


6.3.2.1 IMPROVE EARLY CHILDHOOD DEVELOPMENT, PRIMARY AND SECONDARY EDUCATION

Primary Indicators

Baseline Data


2020 2025 2030

Enrolment of 3-5 year old children in educational institutions*

20 % 35% 40% 50% StatsSA, DoE Annual District with DOE

Percentage of Grade 1 learners who attended Grade R*

92% 95% 97% 100% DoE Annual District with DOE

Retention Rates: Grades 10-12*

57% 80% 83% 85% DoE Annual District with DOE

Grade 3 learners performing at required levels in ANA**

Literacy

Numeracy

48.3% 39.2%

70% 70%

80% 80%

90% 90%

DoE Annual District with DOE


Literacy

Numeracy

27% 24.7%

70% 70%

80% 80%

90% 90%



Literacy

Numeracy

34% 11.8%

70% 70%

80% 80%

90% 90%


Percentage of Children who turned 9 in the previous year who are currently in grade 4 or above*

62%

70%

75%

80%


Percentage of Children who turned 12 in the previous year who are currently in grade 7 or above*

47%

60%

65%

70%


Percentage of youths that obtain a National Senior Certificate from School*

47%

55%

60%

65%


Number of learners qualifying for NSC for***

Bachelors programme

Approx. 600

1500

2000

2500

DBE, DoE Annual District with


Page 52

Baseline Data


2020 2025 2030

Diploma

Certificate

Approx. 800 Approx. 600

2000 1500

3000 2000

4000 2500

DOE

*Note: Assuming conformity with PGDP facts and goals Notes:

**Notes: Source- DBE Report on National Assessments 2012, Grades 3, 6 and 9; and projected forwards in

relation to PGDP objectives (however see table 6 above for likely more realistic goals)

*** Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, and DBE report on NSC

Results 2013 plus PGDP objectives in relation to local District conditions

Interventions

PGDP Goal 2: Human Resource Development

PGDP Strategic Objective: Improve early childhood development, primary and secondary education





A Ensure the delivery of professional management and relevant teacher development programmes

Unknown Source funds to hire teacher developers esp. in maths & science

Throughout District

Short term

KZN Dept of Education, ISASA, UKZN faculty of Education

B Efficient Data collection to track learner progress and enhance retention

Unknown Work with District Education officials

Throughout District

Short term

KZN Dept of Education, District Municipality

C Improving school infrastructure

Weak Work with Provincial Education Dept.

Throughout District

Short term

KZN Dept of Education, District Municipality

D Promoting the use of new technologies

Unknown Source funds to enhance ICT use in high schools

Throughout District

Short term

Dept of Science and Technology, KZN Dept of Education, District Municipality

E Enhance technical and vocational education

Weak Work with DHET and/or international donors on agricultural and tourism college

Ixopo and Kokstad

Medium term

District Municipality, DHET and probably DUT, and EU


Page 53

6.3.2.2 ALIGN SKILLS DEVELOPMENT TO ECONOMIC GROWTH

Primary Indicators

Baseline Data


2020 2025 2030

Number of NSC candidates* taking

Maths

Science (total)

711 707

1800 1350

2250 1800

2700 2250

DOE and DBE

Annual District with DOE and DBE

Full and part time students* in public FET colleges for

All courses

NC (V) courses

N courses

Occupational qualification

(total)

3965 104

2385 185

4200 130

2430 270

4365 1485 2453

315

4500 1575 2475 360

DHET Annual District with DHET

Graduation numbers* in:

Teaching

Science, Engineering and technology

122

266

180

279

189

284

203

293


Number of PHD Graduates TBD TBD TBD TBD TBD TBD

*Note: Based on assumption of 4.5% share of KZN population applied to PGDP facts and goals

Interventions


PGDP Strategic Objective: Skills alignment to economic growth





A Develop skills plans for lead economic sectors per district municipality based on skills demand and implement in partnership with post-school institutions.

Weak Do feasibility analysis – focus on Agriculture and Tourism as well as public sector

District office

Short To medium term

DHET, DUT, KZN Dept of Econ Dev ad Tourism

B Massively expand the enrolment of youth in FET College programmes and in other post-school training institutions

Weak Work with DHET on a local initiative

District office

Short Term

District Municipality, DHET

C Ensure and appropriate “programme and qualification mix” at universities, and promote qualifications in key areas.

NA NA NA Short to medium term

DUT, UKZN

D Data-base of graduates for employers to access

Unknown Compile data base -SDA

District office

Short to medium

SDA, District Municipality


Page 54


PGDP Strategic Objective: Skills alignment to economic growth





term

6.3.2.3 YOUTH SKILLS DEVELOPMENT AND LIFELONG LEARNING

Primary Indicators Baseline

Data Proposed Targets Verification Reporting

2020 2025 2030

Youth skills supported by National Skills Fund, SETAs and youth programmes

TBD Increase by 10% over base

Increase by 30% over base



Participation in AET

TBD Increase by 10% over base




Interventions


PGDP Strategic Objective : Youth Skills Development and Lifelong learning





A Develop counselling and vocational guidance services for schools and out of school youth

Unknown District to liaise with provincial government to enhance services

District office


KZN Dept of Education

B Relevant life-long learning programmes to be delivered by accessible and vibrant community-based adult education and training (AET) Centres

Unknown District to liaise with provincial government to enhance services

District office




Page 55

6.4 GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT

6.4.1 APEX INDICATORS TABLE 17: PGDP TARGETS FOR HUMAN AND COMMUNITY DEVELOPMENT FOR KWAZULU NATAL PROVINCE


APEX INDICATORS

BASELINE (2010)


2015 2020 2025 2030

PGDP Adjusted Human Development Index

0.7 0.72 0.80 0.90 1.00 Indicator of inequality calculated from official statistics provided by StatsSA, Census, LCS, IES, DHS, Gross Regional Product from StatsSA and National Accounts

Every 3 years DSD and Nerve Centre

Longevity, Life Expectancy

M: 49.1 F:50.2

M:56.4 F:60.7

M:58.4 F:62.7

M:61 F:65

M:63.7 F:68

Estimated of life at birth, Census, Stats SA Life tables, NDOH- DHA estimates, ASSA 2008 Model


Decrease in Absolute Poverty: % below food poverty line (Baseline: NIDS 2008, PL= Half R418 proposed by NPC)

25.70 17.99 10.79 5.40 0.00 Composite indicator of absolute poverty calculated from official statistics provided by Stats SA, LCS and IES



17.6 19.4 22.1 25.4 29.2 Indicator of inequality calculated from official statistics provided by Stats SA LCA and IES


Total number of crimes measured as the number of crimes per 100 000

3 608 3 396 3 057 2 751 2 476 Collated by National SAPS

Annually Sept of Com Safety and Liaison


Page 56

TABLE 18: HARRY GWALA DISTRICT TARGETS FOR HUMAN AND COMMUNITY DEVELOPMENT



2020 2025 2030

PGDP Adjusted Human Development Index*

0.65 0.8 0.9 1.0 Indicator of inequality calculated from official statistics provided by StatsSA, Census, LCS, IES, DHS, Gross Regional Product from StatsSA and National Accounts


Longevity, Life Expectancy** (years)

50 60 65 70 Estimated of life at birth, Census, Stats SA Life tables, NDOH- DHA estimates, ASSA 2008 Model


Decrease in Absolute Poverty: % below food poverty line (Baseline: NIDS 2008, PL= Half R418 proposed by NPC)***

25% (estimate)

15% 5% 0% Composite indicator of absolute poverty calculated from official statistics provided by Stats SA, LCS and IES



25% (estimate)

35% 40% 45% Indicator of inequality calculated from official statistics provided by Stats SA LCA and IES


Total number of crimes measured as the number of crimes per 100 000

1,720 1,500 1,400 1,300 Collated by National SAPS

Annually Sept of Com Safety and Liaison

* Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, plus inferences from Umkanyakude

DGDP draft Indicators report 2014

**Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, plus inferences from Umkanyakude

DGDP draft Indicators report 2014

***Notes: Estimates derived from inferences from StatsSA municipal report 03-01-53, plus inferences from Umkanyakude

DGDP draft Indicators 2014


Page 57

The targets set for these indicators are based on the PGDP targets and indicators. The calculations

involved in the preparation of these figures are based on the notes listed above.


6.4.2.1 ALLEVIATE POVERTY AND ENHANCE SOCIAL WELFARE

Primary Indicators

Baseline Data


2020 2025 2030

Reduction in relative poverty: % below upper bound poverty line

67.5 54.7 43.7 33.8 Composite indicator showing the % of households below a relative poverty line. Calculated from stats provided by Stats SA, LCS and IES

Every 3 years District with DOH

Reduction in child poverty: % of children that are stunted, wasted or obese

TBD 12.8 (stunted)

4.3 (wasted)

3.1 (obese)

10.5 (stunted)

3.4(wasted) 2.4 (obese)

7.9 (stunted)

2.6 (wasted)

2.0 (obese)

Composite Indicator of child malnutrition. Calculated from stats provided by Stats SA, LCS and IES


Effective dependency ratio

4.1 3.2 2.9 2.8 Composite Indicator of economic dependency. Calculated from stats provided by Quarterly Labour Force Survey and Census

Quarterly District with DOH

The poverty gap and severity of poverty

TBD Poverty gap 23.3

Severity of

poverty 13.5

Poverty gap 18.6

Severity of

poverty 10.8

Poverty gap 14.3

Severity of

poverty 8.3

Composite indicator of depth and severity of poverty calculated from official statistics provided by StatsSA, LCA and IES



Page 58

Interventions

PGDP Goal 3: Human and Community Development

PGDP Strategic Objective : Alleviate poverty and enhance social welfare





A Promote and accelerate roll-out of Operation Sukuma Sakhe

Unknown Liaise with provincial government to ensure pro-active steps so most vulnerable are reached

Throughout District


District with KZN Dept of Social Development

B Implementation of comprehensive social welfare safety net.


Throughout District



C Expanding social welfare services to under-serviced areas


Throughout District



6.4.2.2 ENHANCE HEALTH OF COMMUNITIES AND CITIZENS

Primary Indicators

Baseline Data


2020 2025 2030

Decrease in maternal and child mortality ratio (PROXY):

Maternal Mortality Ratio (/1000)

Infant Mortality Ratio(/1000)

Under 5 Mortality Rate(/100 000)

Severe Malnutrition under 5 years incidence(/100 000)

TBD

149

34

49

4.2

130

28

40

2.9

100

20

34

1.2

DHIS Data StatsSA StatsSA DHIS Data

Annual District with KZN Dept of Health

Decrease in prevalence of Chronic Illness:

Adult Diabetes incidence (per

TBD

-10%

-10%

-10%

DHIS and StatsSA Annual District with KZN Dept of


Page 59

Baseline Data


2020 2025 2030

1000)

Hypertension incidence (per 1000 over 40 years)

TBD

-10%

-10%

-10%

Health

Prevalence and incidence of communicable diseases:

HIV (%)

TB (per 100 000)

Malaria (per 100 000)

Professional Nurses per 100 000

Medical officers per 100 000

TBD TBD TBD

TBD

TBD

0.9% 200

0.02

147

29

0.6% 180

0.01

152

31

0.4% 173

0.01

155

33

DHIS and StatsSA Annual District with KZN Dept of Health

Interventions


PGDP Strategic Objective: Enhance health of communities and citizens





A Development and implementation of comprehensive primary health care system

Unknown Liaise with provincial government. Ensure that various government healthcare programmes are undertaken.

Throughout District


District with KZN Dept of Health

B Accelerate HIV and AIDS intervention programmes

Unknown Liaise with provincial government

Throughout District



C Ensure equitable access to health services.


Throughout District



D Implementation of the first phase of National Health Insurance pilot programme


Throughout District



E Promote healthy lifestyle and mental health programmes


Throughout District



F Accelerate programmes to improve maternal, women and child health outcomes


Throughout District



G Accelerate programmes to


Throughout District

Short to medium

District with KZN Dept of


Page 60


PGDP Strategic Objective: Enhance health of communities and citizens





improve TB outcome

term Health

H Promote awareness programmes against substance abuse


Throughout District



I District Specific Intervention: Review Healthcare provision levels to ensure adequacy

General consensus that there needs to be an improvement.

Relevant agency or partners (DOH) to undertake review of healthcare facilities to determine whether further facilities are required, or whether existing facilities are to be upgraded

6.4.2.3 ENHANCE SUSTAINABLE HOUSEHOLD FOOD SECURITY IN KZN

Primary Indicators

Baseline Data


2020 2025 2030

Dietary Diversity Index (% of households consuming< 15 major food categories in previous month

TBD 46 37 30 LCS, IES, NIDS Annual District with KZN Dept of Health, DSD

Hunger episodes: household member has gone hungry at least x times in past 12 months %of households

TBD 24 12 6 Living Conditions Survey, General Household Survey, National Income Dynamics Survey

Annual District with KZN Dept of Health, DSD

Child Malnutrition as a measure of food insecurity:

Prevalence of anaemia among children 0-4 years of age

% of children aged 1-9 with vitamin A deficiency

TBD

17.3%

42%

14.65%

32%

12%

22%

TBD Annual District with KZN Dept of Health

Interventions


PGDP Strategic Objective : Sustainable household food security in KZN


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Location Time Responsible agents and partners

A Develop infrastructure for local markets

Fair Enhance and extend existing markets

Key road intersections


District Municipality, SDA

B Support to informal economy

Weak Research group buying and selling prospects

All Short term

District Municipality, KZN Dept of Economic Dev and Tourism

C Skills development to support local production

Weak Work with relevant provincial/national Dept.

all Short to medium term

District Municipality, KZN Dept of Economic Dev and Tourism

D One home one garden and roll out of school and community gardens

Unknown Establish South African best practice and emulate

Throughout District


District Municipality, KZN Dept of E and Agric

E Accelerate permaculture practices

Unknown Establish South African best practice and emulate

Throughout District


District Municipality, KZN Dept of E and Agric

F 100ha programme by traditional councils

Unknown Determine progress in District

Throughout District

Short term

COGTA, KZN DAERD

G Integrated System for continuous assessment: Early Warning of poverty, malnutrition and hunger.

Unknown Establish system Throughout District

Short term

District Municipality, KZN Dept of Social Development

6.4.2.4 DEVELOP SUSTAINABLE HUMAN SETTLEMENTS

Primary Indicators


2020 2025 2030

% housing backlog Unreliable. Backlog verification required.

Decrease by 7%

Decrease by 7%

Decrease by 7%

Census data Every 5 years District with DHSand DCOGTA

% households with registrable form of tenure

TBD 57% 58% 59% Census data Every 5 years District with DHS and DCOGTA

Percentage of District Human

TBD 42% 45% 50% Municipal Housing

Annual.


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2020 2025 2030

Settlements budget spent on formal settlement development

Plans. Department of Human Settlements. StatsSA

District with DHS and DCOGTA

Interventions


PGDP Strategic Objective : Develop Sustainable Human Settlements





A Establishment of joint provincial forum addressing integrated development

Unknown NA Province Short term

KZN COGTA

B Densification of human settlements

Whilst there are nodes within the District, there are large tracts of rural areas that are sparsely populated and difficult to service.

Review town planning schemes. Implementation of urban edges as a tool to promote densification and assist in servicing.

All Short to medium term

District Municipality, Local Municipalities

C Transformation of informal settlements

Need upgrades Work with Dept. of Human Settlements to do upgrades. Various housing plans are in place and need to be implemented.

Throughout District


District and Local Municipalities, KZN Dept of Human Settlements

D Develop provincial strategy and plan to address housing gap market

Issues relating to housing backlogs.

Backlogs to be verified and addressed

Throughout District

Medium to long term

KZN Dept of Human Settlements

E Expand the social housing implementation

Unknown Do feasibilities for social housing projects in larger towns

Large towns Short to medium term

District Municipality, KZN Dept of Human Settlements

6.4.2.5 SAFETY AND SECURITY

Primary Indicators


2020 2025 2030

Number of Circa 1000 664 419 272 SAPS Annual


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contact crimes/ 100 000 per annum

Annual Crime Report

District with SAPS

Number of trio crimes per 100 000 per annum

Circa 100 48 31 20 SAPS Annual Crime Report

Annual District with SAPS

Interventions


PGDP Strategic Objective : Safety and Security





A Implementation of community protection through environmental design

Weak Review town planning schemes to include more cul-de-sacs etc.

All Short District Municipality, Local Municipalities, KZN Dept of Human Settlements, KZN Dept of Comm. Safety

B Strengthen programmes aimed at curbing violence against the vulnerable

Weak Assist CPAs All Short to medium

District Municipality, Local Municipalities, KZN Dept of Comm. Safety

C Strengthen partnerships: civil society, business and criminal justice system

Weak Link with CPFs, BAC etc. efforts


KZN Dept of Comm. Safety, BAC, CPFs

D Establish educational programmes on safety for children

Weak Liaise with schools in District and KZN Dept. of Education

All Medium term


E Reduction in livestock theft

Weak District support for farmers associations and community policing forums

All short District Municipality, CPFs, SAPS, Kwanalu

6.4.2.6 ADVANCE SOCIAL CAPITAL

Primary Indicators Baseline Data Proposed Targets

2020 2025 2030

Number of community level institutions with active registration status in District

TBD

TBD TBD TBD

Interventions


PGDP Strategic Objective: Advance social capital


Page 64





A Conduct diagnostic research into the collapse of community level institutions

Unknown Commission diagnostic analysis

All Short term

District with KZN Dept of Soc Dev, UKZN/DUT

B Develop and implement programmes that provide norms and behaviours that create an enabling environment for successful community level institutions.

Unknown Correlate effort with relevant provincial/national Dept.

all Medium term

District with KZN Dept of Soc Dev

C Identify, engage and strengthen the capacity of provincial institutions able to provide positive and useful support services to community level institutions.

NA NA Province Medium term

District with Premier’s office

D Support the building and maintenance of networks between linking and community-level institutions.

Weak Facilitate networks All Medium term


E Promote voluntary Associations such as stokvels and burial societies.

Unknown Enable association in District

All Medium term

District Municipality with KZN Dept of Social Development

F District Specific: Promote SMME programmes especially those that relate to skills development

Various SMMEs within the District that need support.

Assist in linking the various SMMEs with the appropriate programmes to improve their skill sets so that they match the market appropriately. Emphasis on tourism, agriculture and agri-tourism.


District with implementing agency as well as various agencies or programmes responsible for SMME development.


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6.5 GOAL 4: STRATEGIC INFRASTRUCTURE

6.5.1 APEX INDICATORS TABLE 19: PGDP TARGETS FOR STRATEGIC INFRASTRUCTURE FOR KWAZULU NATAL PROVINCE


TABLE 20: HARRY GWALA DISTRICT TARGETS FOR STRATEGIC INFRASTRUCTURE

The targets set for these indicators are based on the PGDP targets and indicators.

Notes: root-mean-square error (RMSE) is a frequently used measure of the differences between values predicted by a

model or an estimator and the values actually observed. Basically, the RMSD represents the sample standard deviation of

the differences between predicted values and observed values. These individual differences are called residuals when the

calculations are performed over the data sample that was used for estimation, and are called prediction errors when

computed out-of-sample. The RMSD serves to aggregate the magnitudes of the errors in predictions for various times into

a single measure of predictive power. RMSD is a good measure of accuracy, but only to compare forecasting errors of

different models for a particular variable and not between variables, as it is scale-dependent.



2015 2020 2025 2030

% of fixed capital investment in relation to Provincial GDP

15% 20% 25% 28% 30% 5 year intervals Annual KZNT

Average Lead/ lag time between development application submission and completion using RMSE method

20 months

14 months

10 months

Zero Zero Monthly Building Report Submissions. Stats SA Monthly Reports consolidated into a single provincial database.

Annual KZNT



2020 2025 2030

% of fixed capital investment in relation to District GDP

TBD 25% 28% 30% 5 year intervals Annual Distirct with KZNT

Average Lead/ lag time between development application submission and completion expected and actual time using RMSE method reduced

TBD 10 months

Zero Zero Monthly Building Report Submissions. Stats SA Monthly Reports consolidated into a single provincial database.

Annual District with KZNT

http://en.wikipedia.org/wiki/Errors_and_residuals_in_statistics

http://en.wikipedia.org/wiki/Accuracy_and_precision


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6.5.2.1 DEVELOPMENT OF ROAD AND RAIL NETWORKS

Primary Indicators


2020 2025 2030

Number of kilometres of declared road that provides access to communities (total)

3755.11 * (Source: KZN

DOT)

4090 4460 4860 KZN DOT Annual Report

Annual District with DoT

Percentage of Road network in poor to very poor condition (% of total)

TBD

30% 20% 10% KZN DOT Annual Report


% Modal split in Commuter transport

TBD Transport

Study to be conducted

TBD TBD TBD PRASA Annual Report


% Tonnage to Capacity Utilization (Demand Installed)

TBD TBD TBD TBD Transnet Annual Report


* Based on KZN DoT GIS data. Baseline should be verified. Targets based on PGDP drawdown. Note that

intersecting roads identified in SDF will affect the Targets.

Interventions

PGDP Goal 4: Strategic Infrastructure

PGDP Strategic Objective: Development of Road and Rail Networks

# Description of Intervention




A Expand and Maintain Core Rail Freight Network and the Branch Lines

Currently a degraded rail network not utilised to its potential

Look at upgrading rail lines where appropriate/ possible

District Wide

Medium- Long TRANSET and or PRASA

B Revitalise Branch Rail Lines

Long term feasibility in context of rising energy costs and sustainability. Degraded and underutilised rail lines.

Investigate optimisation of branch lines. Negotiations are currently in progress between Ingwe Municipality and TFR to co-operate in the section of branch line between Donnybrook and Riverside as this is

District Wide

Medium to Long Term

TRANSNET and or PRASA


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the section used in the Rail Tourism product offered by the municipality. Alan Paton Railway Project will also improve tourism opportunities

C Expand and maintain coal line to Richards Bay (SIP1)

NA NA

D Create additional capacity along Primary Movement Corridors

N2 Upgrades through to Kokstad. SANRAL

N2 Upgrades are SANRAL Mandate. However, primary movement corridors through District are to be upgraded and maintained to ensure accessibility and promote movement of goods

District Wide

Medium to Long Term

District, with DOT

E Maintain Secondary Road Network

A worn and degraded secondary road network linking Nodes within the District and outside. Critical are the R56 and R612

Upgrade and maintain road network linking nodes and providing movement of goods and people as reflected in IDPs and other sector reports

District Wide

Continuous District, with DOT

F Extend Rural Road Access

The lack of connectivity in the central “hinterland” meaning a lack of access to services.

Develop internal road network to ensure that some access is given to the un-serviced areas

District Wide

Continuous District, with DOT

G Improve Passenger Rail Services

A degraded rail line

Develop and Implement Alan Paton rail project (see Catalyst Projects). However, this is primarily a tourist project. Should also investigate opportunities for improving rail lines if

District Wide

Medium Term District, SDA, SANRAL


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appropriate

H Develop Integrated Public Transport Services

Long distance. Mainly a road improvement issue. Inadequate taxi infrastructure in the nodes.

Taxi rank development as per local area plans/ Urban Regeneration Plans. Prepare a District Public Transport Strategy linked to the Spatial Development Framework

District Nodes

Short term District, with DOT

I An integrated transport strategy for the District

Dependence of businesses and individuals on inefficient road based transport.

Prepare an integrated Transport Strategy. A successful strategy should minimise and co-ordinate transport, especially freight, simultaneously address Green House Gas emissions (transport is likely to be one of the biggest contributors) as well as the costs of doing business in the District.

District Short/medium District, with DOT

J District Specific: Upgrade of major movement routes as per catalyst projects

Primary and secondary road networks need to be maintained and in places upgraded

Upgrade and maintain road network linking nodes and providing movement of goods and people as reflected in IDPs as well as the Catalyst Projects in this report. Special emphasis should be placed on improving safe access to all citizens

District Wide

Short- Medium

DOT, District with various partners.

6.5.2.2 DEVELOPMENT OF ICT INFRASTRUCTURE

Primary Indicators


2020 2025 2030

Percentage of Local Municipalities with established access networks

100 100% 100% 100% DEDT Database

Annual. District with DEDT

Percentage of households with

TBD 70% 85% 100% Service Provider

Annual. District


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2020 2025 2030

access to in internet at home

databases with DEDT

Minimum broadband speed available within District

TBD 4mbs 10mbs 10mbs Service Provider databases


Number of ICT Infrastructure Nodes

TBD TBD TBD TBD DEDT Database


Interventions PGDP Goal 4: Strategic Infrastructure

PGDP Strategic Objective: Development of information and communications technology





A Develop ICT Backbone Infrastructure

ICT backbone is prevalent in nodes. With advent of telecoms, rural areas have access to internet, albeit at a lower level

ICT hubs within each of the Primary and Secondary nodes located either at libraries or municipal offices

Nodes within the District – primary and secondary

Short to medium

District, DEDT

B Develop Access Network Infrastructure at Provincial & Municipal Level


ICT hubs within each of the Primary and Secondary nodes located either at libraries or municipal offices

Nodes within the District

Short to medium

District, DEDT

C ICT Access Centres & Technology Upskilling


Training programmes as part of SMME development programme.

Primary nodes within District

Short to medium

District, DEDT

D District Specific: Improve Cellular Connectivity

Wide access to most parts of the District, however there are spots without cellular connectivity.

Co-ordinate with cellular providers to provide connectivity to all areas of the District

District Wide Short District with Cellular partners.

6.5.2.3 IMPROVE WATER RESOURCE MANAGEMENT AND SUPPLY

Primary Indicators


2020 2025 2030

Cubic Metres per capita per year available

TBD 1000 1000 1000 DWA. National Water

Annual District


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2020 2025 2030

Management System

with DWA and Umgeni Water

Number of Water service systems in balance

TBD 80% 90% 95% Water Services Report

Annual District with DWA and Umgeni Water

Non-revenue water

TBD TBD TBD TBD Water Loss Surveys, District

Annual. District with DWA and Umgeni Water

Value of development/ rezoning applications not approved due to bulk water and effluent constraints

TBD TBD TBD TBD Development Application Reports

Annual. District with DWA and Umgeni Water

% of households with access to 75 litres of water per person per day

35% ( In house)

32% (Communal)

100% 100% 100% Municipal IDPs. StatsSA. COGTA


% of households with yard water connections

18% 35% 42% 50% Municipal IDPs. StatsSA. COGTA


% of households with sanitation

3% (Flush/ Chemical) 29% (Pit/

Bucket)

100% 100% 100% Municipal IDPs. StatsSA. COGTA


Note: Backlog verification study necessary to adequately assess baseline and baseline research required.

Interventions


PGDP Strategic Objective: Improve water resource management and supply


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A Review and Implement the Provincial Water Strategy

District Water Services Development Plan in Place. Umgeni Water Master Plan also has an impact

Refine and implement District Water Services Development Plan. Co-ordinate with Umgeni Master Plan Consider actions to reduce consumption by large users

District Ongoing District Water Services Department, COGTA, DWA

B Rationalise and extend Water Board Jurisdiction

District Water Services Development Plan in Place.

Refine and implement District Water Services Development Plan. Co-ordinate with Umgeni Master Plan. Include assessment of District needs, and pro-active strategies for management (including conservation and licensing) of reserves. Implement at bulk regional Schemes


C Research and promote skills development for more localised water harvesting


Research into water harvesting programmes that can assist rural areas.


D Programme for building of dams


Refine and implement District Water Services Development Plan. Co-ordinate with Umgeni Master Plan. The direct impact of the Smithfield dam on the District is limited to tourism opportunities. The Stephen Dlamini dam will assist in optimising water resource use.

District and Umgeni Water

Ongoing District Water Services Department, COGTA, DWA

E Programme for development of water sources -desalination, rainwater, recycling, and groundwater.

Whilst District is water rich, water supply is a problem. District Water Services Development Plan in Place.

Address water losses through old and decaying infrastructure. Ensure minimal losses. Research water harvesting programmes. Implement Bulk Water Schemes


F Develop a financial model for the

District Water Services Development

Refine and implement District Water Services Development Plan. Co-

District Ongoing District Water Services Department,


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PGDP Strategic Objective: Improve water resource management and supply





implementation of operations and maintenance

Plan in Place. Umgeni Water Master Plan

ordinate with Umgeni Master Plan Consider tariff review that incentivises efficiency and penalises excessive use.

COGTA, DWA

G Water Conservation and Demand Management Programme in all the WSAs

District Water Services Development Plan in Place. Umgeni Water Master Plan

Refine and implement District Water Services Development Plan. Co-ordinate with Umgeni Master Plan Some industries, and agriculture, especially crops that need irrigation, as well as beef and dairy farming are very intensive water users. Establish reserves, basic needs and industry and needs, now and projected. Put management plan in place for the balance, incl. protection of raw sources from contamination (through inadequate waste management and sanitation, and fertiliser use.)


H Establish policy and design standards for the provision of 75 litres of water per person per day

District Water Services Development Plan in Place which addresses this. Issues relate to rural areas

Refine and implement District Water Services Development Plan. Amend and update plan with new schemes as and when needed.


6.5.2.4 IMPROVE ENERGY PRODUCTION AND SUPPLY

Primary Indicators

Baseline Data


2020 2025 2030

Value of development/ rezoning applications not approved due to electricity supply constraints

TBD TBD TBD TBD Development Application Reports. Electricity supply authorities

Annual, Local and District Municipalities

% of households with a source of electrical supply

62.4% 89% 98% 98% Total Households without electricity sources/ total number of households.

Annual, Local and District Municipalities Eskom


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Interventions


PGDP Strategic Objective: Improve energy production and supply





A Review & implement the Provincial Energy Strategy

Energy demands need to be met. Difficult to service rural areas

Investigate alternative energy production means – especially micro-hydro generation and bio-gas. (Agriculture is a big generator of bio-mass – plant matter and manure)

District Short District, Eskom, COGTA, DoEnergy

B Provide base-load alternative energy supply

Consistency of energy supply in District can be erratic. Rural areas not serviced.

Investigate alternative energy production means. Investigate the feasibility of setting up a District Specific energy utility company. Implement various electrification programmes currently in the pipeline to improve access and consistency in electricity supply.

District Short District, Eskom, COGTA, DoEnergy

C Programme and funding for operations and maintenance

Currently not a District Mandate,

If alternative, District specific alternative generation is set up, consider setting up a District Specific energy utility company.

District Medium-Long

District, Eskom, COGTA, DoEnergy

D Expedite the planning and implementation of sub-transmission networks in the Province

Not District Mandate


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6.6 GOAL 5: ENVIRONMENTAL SUSTAINABILITY

6.6.1 APEX INDICATORS TABLE 21: PGDP TARGETS FOR ENVIRONMENTAL SUSTAINABILITY FOR KWAZULU NATAL PROVINCE

APEX INDICATOR

S

BASELINE (2010)


2015 2020 2025 2030

Green House Gas Emissions

TBD 5 102 200

MtCO2e from

2010 baselin

e

10 603 200 MtCO2e from 2010

baseline

14 131 200 MtCO2e from 2010

baseline

14 788 200 MtCO2e from 2010

baseline

National Greenhouse Gas Report, Department of Environmental Affairs

Annual DEDT


TBD 70% 85% 100% 100% Provincial State of Environment Reports. DAEA

Annual DEDT


TABLE 22: HARRY GWALA DISTRICT TARGETS FOR ENVIRONMENTAL SUSTAINABILITY

Note that that there is no available District specific GHG data, so although this is a very important

indicator, until a baseline has been established or modelled, it will not be possible to measure.

Modelling the baseline is to be included in this DGDP as a project. The targets set for these

indicators are based on the PGDP targets and indicators.



2020 2025 2030

Green House Gas Emissions TBD TBD TBD TBD National Greenhouse Gas Report, Department of Environmental Affairs

Annual DAERD


TBD 85% 100% 100% Provincial State of Environment Reports. DAEA

Annual DAERD


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6.6.2.1 INCREASE PRODUCTIVE USE OF LAND

Primary Indicators


2020 2025 2030

% Increase in Provincial Land Degradation Index (% against total)

TBD 0% 0% 0% Land Degradation Surveys. DAEA

Annual District

Ha of land rehabilitated annually

TBD TBD TBD TBD National Land Care Programme. DAEA

Annual District

% of high production agricultural land for non-agricultural activities

TBD 0% 0% 0% National Land Cover Database. CSIR, ARC, NDA

Annual District

Interventions

PGDP Goal 5: Environmental Sustainability

PGDP Strategic Objective: Increase productive use of land



District Specific Intervention Location Time Responsible agents and partners

A To promote sustainable land use practices to preserve and enhance agricultural potential

Varying levels of sustainable land use practices. Monoculture commercial farming and farming inputs such as chemical fertilisers negatively affect soil quality. Irrigation practices and water needs for dairy farming deplete water reserves.

Promote/educate/incentivise for more sustainable practices, such as crop diversity and rotation, permaculture, organic etc. Promote small (individual household) scale food gardening.

District Medium District, Agricultural Extension Officers

Assist with marketing ‘greener’ products – East Griqualand meats is a good example

District Medium District Municipality

Pressure on land surrounding nodes as well as rural land to be developed, mainly for

Define and strictly enforce urban edges that exclude all agricultural land, to all nodes. Densify inside urban edges rather than allow any development outside.

All nodes, District wide

Short - ongoing

District Municipality Local Municipalities


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settlement. Discourage rural settlement sprawl.

Protect through ensuring ongoing productive farming of agricultural land subject to land reform and restitution.

District ongoing District Municipality Local Municipalities

6.6.2.2 ADVANCE ALTERNATIVE ENERGY GENERATION AND REDUCE RELIANCE ON FOSSIL FUELS

Primary Indicators


2020 2025 2030

Units of energy produced through alternative energy generation. Targets set by NDP

TBD Increase in line with NDP targets. Note that NDP targets assume introduction of new nuclear generation. This may not directly affect the Harry Gwala District, and targets will need to reflect this.

NERSA Annual, DEDT

Units of energy saved through energy efficiency interventions

TBD TBD increase with respect to the baseline

ESKOM, DOE

Annual, DEDT

Number of solar water heating units

TBD 50% increase against baseline

50% increase against 2020 target

50% increase against 2025 target

ESKOM Annual, DEDT

Interventions


PGDP Strategic Objective: Advance alternative energy generation and reduce reliance on fossil fuels





A Develop provincial alternative energy resource assessments, strategies and policy interventions

District needs to consider alternative energy means as conventional servicing of rural area is unviable, and electricity supply is unreliable which impacts negatively on industrial investment and growth.

District to develop alternative energy resource assessments and strategy.

District wide with initial emphasis on industry and rural component.

Medium District, DAERD, ESKOM, COGTA

B Programme for development of alternative energy demonstration

Currently solar water heating projects for housing have been implemented. No

Investigate feasibility of local alternatives, and implement pilot projects; including

District Short District, DAERD, ESKOM, DCOGTA


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projects known current demonstration projects for other forms of alternative are in place.

bio-gas fuelled turbines at landfill sites, and micro-hydro. Investigate co-generation potential and renewable fuel from Forestry sector. The Ingwe Bio Fuel Project in Donnybrook is in advanced discussion with private sector role players to process the woodchips currently being produced into a bio-mass electricity generation unit.

C Implementation of energy management systems and energy efficiency measures

Current financial disincentive for efficiency as local municipalities generate income from selling on electricity from Eskom.

Implement EEMS. Include- Revise tariffs to Incentivise efficiency, penalise excessive consumption. Identify biggest users to target for intervention. Implement feedback tariffs asap. Strictly implement Energy Efficiency building regulations. Implement KZN REE programs.

District wide, including residential users, but focus on nodes and identified large users in the District.

short Province District and Local municipalities

D Promotion of Renewable Energy Production in the province

District needs to consider alternative energy means as servicing rural area is through conventional

Investigate the feasibility of setting up a District Specific energy utility company or companies.

District wide with emphasis on rural component

Short- Medium

District, DAERD, ESKOM, DCOGTA


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means is inappropriate and unviable

E Systematic reduction of Carbon emissions

One of the biggest contributors of carbon emissions in the district is road based transport and logistics

Investigate the potential to reduce road based trips through improved logistics coordination.

District Key logistics nodes such as eThekwini

Short- Medium

District municipality SDA Business

6.6.2.3 MANAGE PRESSURES ON BIODIVERSITY

Primary Indicators

Baseline Data


2020 2025 2030

Land transformation in High Risk bio-diversity planning units per District

TBD Not exceeding connectivity thresholds, i.e. 75% of land identified in planning units remains untransformed

Not exceeding connectivity thresholds, i.e. 75% of land identified in planning units remains untransformed

Not exceeding connectivity thresholds, i.e. 75% of land identified in planning units remains untransformed

District Biodiversity Sector Plan

3 years, DAERD

% conformance of land and resource use decisions with High- Risk Biodiversity Planning Unit guidelines per District

TBD 85 100 100 Plan approvals and enforcement

Annual District and Local Municipalities

100% compliance with national Ambient Air Quality Standards

TBD 80 100 100 Plan approvals and enforcement


% Blue Drop Rating

TBD 80 85 90 Blue Drop Programme



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Baseline Data


2020 2025 2030

% of Waste Water Treatment Works complying with enforcement measures to meet

TBD 70 80 90 Blue Drop Programme

Annual, DAERD

% increase in volume of waste recycled: Paper and Packaging, Lighting Waste, Tyres

TBD

50 25 80

50 25 80

50 25 80

Waste Sector Reports and Waste Information System

Annual, DAERD

Interventions


PGDP Strategic Objective: Manage pressures on biodiversity within all growth and development activities





A Spatial biodiversity planning, decision-support tool development and monitoring

Biodiversity Sector Plan has been developed and should be the tool that guides this

Biodiversity Sector Plan to be maintained and followed. Define and strictly enforce urban edges for all nodes. Identify priority areas outside protected areas.

District Continuous District and Local municipalities Ezemvelo Wildlife (partner)

B Cooperative environmental governance procedures


Biodiversity Sector Plan to be maintained and followed. Protect and enhance local biodiversity.

District Continuous District COGTA DEARD

C Environmental quality management


Biodiversity Sector Plan to be maintained and followed, especially reduce the use of chemical fertilisers, and release of effluent, including sewerage, into the environment.

District Continuous District DEARD

6.6.2.4 ADAPTING TO CLIMATE CHANGE


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Primary Indicators

Baseline Data


2020 2025 2030

Share of events with early warning systems where affected parties received prior warning

TBD TBD TBD TBD COGTA DM Unit Annual, District with DCOGTA

Average time taken to respond to disaster events

TBD TBD TBD TBD COGTA DM Unit Annual, District with DCOGTA

Regular forecast of anticipated impacts of climate change and response plan

TBD 100% 100% 100% COGTA DM Unit Annual, District with DCOGTA

Share of development applications addressing disaster risk management (where applicable)

TBD 50% 75% 100% District and Local Application Management System

Annual, District with DCOGTA

Interventions


PGDP Strategic Objective: Adaptation to climate change





A Climate change policy, planning and monitoring

No existing base line data for monitoring at a district level Issues – not quantified but Manure from livestock creates methane which when released is a greenhouse gas. Methane is a potential energy source though. Mono-crop farming impacts bio-diversity. Mono-culture is more vulnerable to climate change. Water – raw water resources need to be protected and leveraged. Emissions from transport is a major district contributing factor

Develop a District Climate Change Adaptation Strategy (Berg Rivier in the Western Cape, is a good example)

District Wide

Short -medium

District Tertiary education and research institutions – e.g. UKZN

B Develop local energy generation capacity

Regular power outages especially during weather events

local energy generation to reduce dependency on Eskom supply

District Short- Medium

District and Local Municipalities, Eskom


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PGDP Strategic Objective: Adaptation to climate change





C Disaster management planning and monitoring

District has Disaster Management Plan. Prone to Fire, Snow, Frost.

District to implement Disaster Management Plan.

District Wide

Continuous District

D Local food security initiatives

District produces food but agricultural sector is corporatized to a high degree

Diverse local food production, at all scales, for local food security, and development of local (including niche) markets to reduce transport and dependency on imports

District wide

Short - ongoing

District Business


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6.7 GOAL 6: GOVERNANCE AND POLICY

6.7.1 APEX INDICATORS TABLE 23: PGDP TARGETS FOR GOVERNANCE AND POLICY FOR KWAZULU NATAL PROVINCE


TABLE 24: HARRY GWALA DISTRICT TARGETS FOR GOVERNANCE AND POLICY

A District Baseline survey of level of citizen satisfaction should be undertaken as a priority.

The targets set for these indicators are based on the PGDP targets and indicators.

Provincial 2014 Survey undertaken:

TABLE 25: KZN CITIZEN SURVEY 2014

Top Concerns raised by KZN Citizens % of Survey

Crime 42

Unemployment 38

Poverty/hunger 17

Women & Child abuse, as well as poor healthcare 16

Drug intake and/or abuse 12

No proper housing (substandard RDP houses, wants RDP house…) 05

Lack of proper Infrastructure development 07

Lack of service delivery 04

Source: 24 June 2014 COGTA Presentation

The South African Constitution recognises that societal aspirations for a just and prosperous society are central to influencing change in society for the betterment of all. It should be noted that many different measures of wellbeing are being used increasingly, internationally and in South Africa, in conjunction with more conventional statistics, to guide policy and strategy. Indicators that are more inclusive than GDP, of the environmental and social aspects of growth, are important, and each project should be evaluated from this perspective.



2015 2020 2025 2030

Improvement in level of client satisfaction

TBD TBD TBD TBD TBD Citizen Survey by OTP

Annual OTP



2020 2025 2030

Improvement in level of citizen satisfaction

TBD TBD TBD TBD Citizen Survey by District Municipality

Annual District Municipality


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6.7.2.1 STRENGTHEN POLICY, STRATEGY COORDINATION AND IGR

Primary Indicators

Baseline Data


2020 2025 2030

Percentage of public sector expenditure spent in accordance with municipal IDP

TBD 75% 85% 95% Annual Analysis of levels of Public Sector Expenditure Reports to be submitted by LM and DM

Annual. District with Treasury, OTP

Percentage of public sector capital expenditure within District spent in accordance with PGDS



% of development applications that meet time norms for processing

TBD 80% 85% 90% Records from District and Local Application Filing Management System

Annual. District with COGTA

Interventions

PGDP Goal 6: Governance and Policy

PGDP Strategic Objective: Strengthen policy, strategy coordination and IGR





A Develop an Integrated Funding and Implementation Management Framework

Provincial Level

B Create a single window of co-ordination between the Provincial Government, Municipalities and Non-Governmental forums

Create a window of co-ordination between District and Local Municipalities and non- government forums through the IDP forum

IDP Forum is in place and is functional

District Short OTP, PPC, District, COGTA

C Re-orientate the business of the Clusters to align to government’s core policies of transformation, growth and development

Re-orientate District clusters to align with Growth and Development, giving appropriate mandates to the clusters.

District clusters to align with Growth and Development



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6.7.2.2 BUILD GOVERNMENT CAPACITY

Primary Indicators


2020 2025 2030

Percentage of municipal expenditure on capital infrastructure



Percentage of expenditure of departments and public entities on capital infrastructure


Annual. District with Treasury, OTP, COGTA

% of municipalities with clean audits

District: Unqualified with no findings Local Municipalities: Unqualified with no findings for three Locals. However, Umzimkhulu and Ubuhlebezwe were Unqualified with no findings (ie clean audit).

100% 100% 100% Auditor General’s Office- MFMA reports

Annual District with OTP

Interventions


PGDP Strategic Objective: Build Government Capacity





A Develop an integrated public sector HRD and professional support programme

District has a Human Resources Department. However at a District and Local level, staff losses are high.

District to develop staff retention plan


B Promote shared services amongst municipalities

Shared services are in place within District.

Review shared services as and when needed

District Ongoing OTP, PPC, District, COGTA

C Align staff performance agreements to PGDP interventions

TBD Include staff performance as an KPA in staff contracts


6.7.2.3 ERADICATE FRAUD AND CORRUPTION

Primary Indicators



Page 85

2020 2025 2030

% of municipal entities that have audit disclaimers/ qualifications

60% (excluding District)

0% 0% 0% Auditor General’s Office

Annual District with Auditor General

Total Value of provincial and municipal sector funds affected by fraud and corruption

TBD TBD TBD TBD Info to be analysed by Treasury

Annual District with Auditor General

Interventions PGDP Goal 6: Governance and Policy

PGDP Strategic Objective: Eradicate fraud and corruption





A Provincial Operation Clean Audit

Varying levels. 2 LMs received clean audit

District to receive clean audit. Local Municipalities to receive clean audit

District Wide

Continuous OTP, PPC, District, COGTA

B Implement proactive measures to prevent fraud through establishment of a business intelligence tool and fast track disciplinary processes and effective prosecution

District to develop proactive measures to prevent fraud through establishment of a business intelligence tool and fast track disciplinary processes and effective prosecution

District Wide

Continuous OTP, PPC, District, COGTA

C Implement proactive Integrity Management Programmes

District to develop and implement proactive Integrity Management Programmes

OTP, PPC, District, COGTA

6.7.2.4 PROMOTE PARTICIPATIVE, FACILITATIVE AND ACCOUNTABLE GOVERNANCE

Primary Indicators

Baseline Data


2020 2025 2030

Voter participation in provincial and municipal elections

TBD Provincial: 82%

Local: 67%

Provincial: 84%

Local: 69%

Provincial: 86%

Local: 71%

Poll Reports. IEC After Each election. OTP

Number of active partnerships between government and business

No baseline currently available

5% increase

5% increase

on previous

5% increase

on previous

KZN Economic Council database and reports

Annual OTP


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Baseline Data


2020 2025 2030

period period

Increase in percentage of women, youth and people with disabilities within the public and private sphere

Women

Disabilities

TBD

44% 2.5%

45% 3%

46% 3.5%

Information to be sourced from Stats SA, Commission on Employment Equity and political structures and organisations. Information to be collated and analysed by OTP: Human Rights Unit

Every 2 years. OTP

Interventions


PGDP Strategic Objective: Promote participative, facilitative and accountable governance





A Improve relationship between Traditional Councils, Municipalities and Provincial Departments

Large Areas of Traditional Council Land within the District. District that interacts significantly with Provincial departments for funding etc.

Improve relationship between Traditional Councils, Municipalities and Provincial Departments

District Wide

Continuous DCOGTA, District

B Strengthen capacity of KZN Economic Council

Provincial Level

C Develop advocacy programmes to strengthen the ward committee system

TBD Advocacy programmes to be developed that strengthen the ward committee system

District Wide

Continuous DCOGTA, District


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6.8 GOAL 7: SPATIAL EQUITY

6.8.1 APEX INDICATORS TABLE 26: PGDP TARGETS FOR SPATIAL EQUITY FOR KWAZULU NATAL PROVINCE


TABLE 27: HARRY GWALA DISTRICT TARGETS FOR SPATIAL EQUITY

Note that that there is no available District specific baseline data, so although this is a very important

indicator, until a baseline has been established it will not be possible to measure. The targets set for

these indicators are based on the PGDP targets and indicators.


6.8.2.1 INCREASED SPATIAL ACCESS TO GOODS AND SERVICES / PROMOTE SPATIAL CONCENTRATION

Primary Indicators

Baseline Data


2020 2025 2030

Increase in the population density within designated development areas

TBD 7 8 10 Department of Rural Devt. Stats SA. Eskom Household Point Data

Every 5 years. District with COGTA

Spatial Distribution of Human Development Index and District level

TBD 60 50 40 Provincial Index of Multiple Deprivation

Every 5 years. District with COGTA



2015 2020 2025 2030


0.499 0.511 0.532 0.569 0.585 Calculated by standardised method based on population and facilities distribution

Annual DCOGTA



2020 2025 2030


TBD 0.532 0.569 0.585 Calculated by standardised method based on population and facilities distribution

Annual District with DCOGTA


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Interventions

PGDP Goal 7: Spatial Equity

PGDP Strategic Objective: Increased Spatial access to goods and services / Promote spatial concentration





A Establish a hierarchy of District Nodes with clearly defined functions and interventions per node

Nodes established in terms of District and Local IDPs as well as Provincial Spatial Development Plan. Issue: Nodes do not service entire District

Nodes and functions have been identified in District SDF. Ensure alignment with Local SDFs.

District Level

Long Term District, DCOGTA

B The promotion of concentration and co-ordinated development along provincial corridors

Provincial Corridor along N2 to Kokstad. Other corridors are movement corridors.

Provincial Corridors have been included in District SDF.

District Level

Continuous District, DCOGTA

C District Specific: Nodes Relates to “Establish a hierarchy of Provincial Nodes with clearly defined functions and interventions per node”

Harry Gwala District has a number of nodes that are of importance at a District level. Many of these nodes have Local Plans prepared to address improvement and optimisation.

Maintenance and optimisation of nodes based on Local Plans

District Nodes

Short- Medium Term

District, DCOGTA

D District Specific: Movement system as per SDF

Large rural island without adequate access.

Implementation of movement route as identified in the SDF and Catalyst Projects

Across District but mainly in the rural island

Medium-Long

District, Developmetn Agency, Relevant partners

6.8.2.2 SPATIAL PLANNING AND LAND MANAGEMENT SYSTEMS

Primary Indicators


2020 2025 2030

Percentage of total District geographical area with Land Use Management Schemes.

Not calculated but less than 10% at present. Currently only main towns have Schemes

100% 100% 100% Calculated based on total areas under Schemes

Annual. District with COGTA


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Interventions


PGDP Strategic Objective: Spatial Planning and Land Management Systems





A Implementation of a suite of plans

Plans have been prepared at a range of scales from the IDP and SDF level down to local urban regeneration plans

Plans to align with provincial suite of plans

District Short District, Local Municipalities, DCOGTA

B Promote development of ward based plans

Plans have been prepared for the major and minor nodes within the District. Large rural component without detailed plans.

Implement existing plans and ensure that any ward based plans that are necessary, are prepared. These need to be innovative and focused on affected areas needs to be developed.


District, Local Municipalities, DCOGTA

C Formulation of Land Reform Area Based Plans within each district

TBD District to formulate Land Reform Area Based Plans.


District, Local Municipalities, DCOGTA

E In terms of the Planning and Development Act, address Act 70 of 1970 alignment within Land Use Management Schemes

Large tracts of agricultural land, and with onset of Wall to Wall Schemes, necessary to engage with Agriculture dept.

Engage with Department of Agriculture


District, DCOGTA, DAEA

F Implementation of Land Use Management schemes across the entire provincial landscape

Currently Schemes in major towns

Schemes to be prepared across entire District in terms of SPLUMA

Schemes across entire District

Short District, Local Municipalities, DCOGTA

G Alignment of district and local municipal Spatial Development Frameworks with the Provincial Spatial Development Framework

SDFs in place for Local Municipalities and Harry Gwala District

SDFs prepared for District and Local Municipality needs to align with Provincial Spatial Development Framework

SDF at Local and District Level

Short District, Local Municipalities, DCOGTA

H Formulation of Provincial Provincial


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PGDP Strategic Objective: Spatial Planning and Land Management Systems





Provincial Planning Norms, Standards and Guidelines

competency. competency.

I District Specific: Urban Edge

The use of the urban edge as a tool to promote growth within towns, and ensure appropriate development (or lack of) outside of the UDL. Also relates to servicing.

Implement Guidelines for urban development lines as a tool to promote appropriate development within the towns in Harry Gwala District

District Short District, Local Municipalities, DCOGTA

J District Specific: Access to Funding for Spatial Restructuring

Spatial Restructuring required. District needs to access funds

District/ Development Agency and partners to work together to access funding for the implementation of various projects related to spatial restricting including the various Nodal Plans, SDF plans etc

District Wide, but mainly in the large nodes

Continuous District/ Development Agency and partners.


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7 CATALYST PROJECTS Whilst the list of indicators and interventions in Section 6, set out the basis for the growth and

development of the region, projects need to be highlighted that will build confidence and provide

critical gains in the development process i.e. Catalyst Projects.

Catalyst projects as defined by COGTA are typically projects larger than R50 Million, and respond to

a number of the Strategic Objectives as set out in the PGDP.

The PGDP (2012: 132) describes Catalyst Projects as:

“Catalytic projects are large-scale development projects, which directly stimulate and leverage much

higher levels of development and initiation of further projects. They usually require significant capital

investment and infrastructure which lead to further growth of a value chain and increased private

investment.”

It is noted that within each of the Local and District IDPs as well as other plans, there are a number

of projects that could assist in Growth and Development within the District. However, catalyst

projects should be

Major projects that will have the biggest multiplier effects for the District,

Address at least 4 Provincial Strategic Goals and

At least 2 Drivers of Growth and Key Objectives for the District.

Once identified, further work will be required to undertake feasibility studies and then to develop

full business plans for each catalyst project that addresses issues such as budgets, funding,

development models and so forth. Some work has been done through various exercises (e.g. the

numerous Nodal plans that have been developed and the SIP 6 work) however more work is needed

prior to implementation. Many of the Catalyst Projects are detailed in the District Capital

Development Plans, and so further information can be found in this report.

The catalyst projects listed below have been identified through the following mechanisms:

Projects that have already been identified through various planning processes.

New projects identified through the DGDP planning process and at a stakeholder workshop held

on 6 August 2014.

It is noted that the list of Catalyst projects is a work in progress and will be amended in future

revisions to the DGDP

The Catalyst Projects identified to date are as follows:

Infrastructure

1. Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (SIP 6) – Roads (Umzimkulu Roads R1,2 billion) and P318 Sani Pass (R594 million)

2. New District Road as identified on the SDF to service the rural island - Kokstad to Bulwer and Umzimkhulu to Swartberg

3. Critical Road Upgrades - P12 Himeville to Loteni and Nottingham Road; R56 Pietermaritzburg to Kokstad to Eastern Cape and R612 Mzinto to Bulwer


Page 92

4. Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 18 (SIP 18) – Regional Bulk Water Schemes including Smithfield Dam, Stephen Dlamini Dam and Umzimkhulu Water Scheme


6. Renewable Energy Supply research

Economic Development and Tourism (all require detailed feasibility studies)

7. Umzimkhulu Maize Mill





Regeneration of Primary Nodes

12. Kokstad

13. Ixopo

14. Umzimkhulu

15. Bulwer

Regeneration of Secondary Nodes

16. Underberg

17. Donneybrook

18. Highflats

These projects are further detailed in the table below.


Page 93

TABLE 28: CATALYST PROJECTS FOR HARRY GWALA DISTRICT

Project Location Project Detail PGDP Goal that is

contributed to

District Driver of Growth/

Objectives

Time Frame Responsibility

INFRASTRUCTURE

1. Integrated Municipal Infrastructure Delivery, Strategic Infrastructure Project 6 (SIP 6) – Roads

Source: Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (Sip 6): Sisonke District Municipality SIP 6 Business Plan: Sisonke District Municipality 22 May 2014

District Wide Implement Strategic Infrastructure Projects as Identified in this report through the SIP 6 Initiative Roads:

Upgrading Umzimkhulu Road Infrastructure, Umzimkhulu LM, Estimated Cost – R1,200,000,000

P318 Sani Pass – Roads of National Importance, Kwa Sani LM, Estimated Cost – R594,437,000

Goal 1: Job Creation Goal 2: Human Resource Development Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 5: Environmental Sustainability Goal 6: Governance and Policy Goal 7: Spatial Equity

Strategic Infrastructure Implementation

Spatial Restructuring

SMMEs

Skills Development

Short to Medium

District, Provincial and National Government department including DoT, Treasury

2. New District Road / Transport route (District road or similar) – Kokstad to Bulwer and Umzimkhulu to Swartberg (and beyond) to service the

District Wide Construction of a transport route (District road or similar) between Kokstad to Bulwer and Umzimkhulu to Swartberg (and beyond) which will in time result in a node developing at the “intersection” which will assist

Goal 1: Job Creation Goal 3: Human and Community Development Goal 4:


Strategic Infrastructure Implementat

Medium to Long

District, Provincial and National Government department including DoT, Treasury


Page 94


contributed to


Objectives


rural island Source: Harry Gwala SDF (2014)

in servicing the largely rural component. This is identified in the current SDF.

Strategic Infrastructure Goal 7: Spatial Equity

ion

3. Critical Road Upgrades District Wide Various Critical Road Upgrades required throughout the District. These include, but are not limited to:

P12 Himeville- Loteni and Nottingham Road to unlock tourism from Gauteng

R56 Pietermaritzburg to Kokstad to Eastern Cape Upgrades to improve accessibility

R612 Mzinto to Bulwer to improve accessibility

A transport plan is required to identify additional roads

Goal 1: Job Creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 7: Spatial Equity

Strategic Infrastructure


Short to Medium

District, Provincial Government department including DoT, Treasury

4. Integrated Municipal Infrastructure Delivery, Strategic Infrastructure Project 18 (SIP 18) – Regional Bulk Water Schemes

And IDP 2014 – 2017

District Wide Develop and Implement Regional Bulk Water Schemes as the smaller Schemes are currently not viable.

Bulwer / Stephen Dlamini Dam tying into the Umzimkhulu Bulk Water Scheme

Goal 1: Job Creation Goal 2: Human Resource Development Goal 3: Human and Community



Short to Medium

District, Provincial and National Government department including DWA, Water Services Board, Umgeni


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contributed to


Objectives


Approximately R30 million

Smithfield Dam (whilst not serving the District from an infrastructure perspective, there are tourist and employment opportunities)

Development Goal 4: Strategic Infrastructure Goal 5: Environmental Sustainability Goal 7: Spatial Equity

Water, Treasury


District Wide Bulk Electrification services across the District to service those areas previously unserviced. Incudes, but is not restricted to: Corinth Mzamba

Goal 1: Job Creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 7: Spatial Equity



Short term

Department of Energy

6. Renewable Energy Supply

District Conduct studies and implement projects that relate to alternative energy supply. This is essential in the un-serviced rural components of the District

Goal 1: Job Creation Goal 3: Human and Community Development Goal 4:


Research and

Medium to Long

District, Provincial departments including Department of Energy, Eskom, Treasury


Page 96


contributed to


Objectives


Strategic Infrastructure Goal 5: Environmental Sustainability Goal 6: Governance and Policy Goal 7: Spatial Equity

innovation

ECONOMIC DEVELOPMENT AND TOURISM

7. Umzimkhulu Maize Mill Source: Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (Sip 6): Sisonke District Municipality SIP 6 Business Plan: Sisonke District Municipality 22 May 2014

Umzimkhulu This project will encompass the setting up of an initial 2 ton per hour, fully automated maize milling plant within the Harry Gwala (Sisonke) District Municipality, in Umzimkhulu on the Hopewell Farm No 160.

Goal 1: Job Creation Goal 2: Human Resource Development Goal 3: Human and Community Development

Agro-processing

SMME development

Skills development

Short to Medium

District, SDA, Treasury


Source: Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (Sip 6): Sisonke District Municipality SIP 6 Business Plan:

Ubuhlebezwe The overall objective of the project is to establish a Harry Gwala District Hydroponic Farming project that shall allow for the production of high-quality tomatoes for both the internal and external export market.


Agriculture

SMME development

Skills development

Short to Medium



Page 97


contributed to


Objectives


Sisonke District Municipality 22 May 2014



District Wide. To be appropriately located depending on feasibility work

1. Agro-Processing Hub for Dairy

2. Timber Processing - Furniture and Manufacturing Hub

3. Essential Oil Facility


Agro-processing

SMME development

Skills development

Short to Medium




TBC The objective of this project is to set up a concrete products manufacturing plant to leverage opportunities from major civil works that are planned within the District



Short to Medium



Ixopo to Umzimkhulu

Cultural project tied into Cry the Beloved Country. Railway line to be adequately serviced/ upgraded and project to be

Goal 1: Job Creation Goal 3: Human and

Strategic Infrastructure Implementat

Short to Medium



Page 98


contributed to


Objectives


advertised to a wide audience. Community Development Goal 4: Strategic Infrastructure Goal 5: Environmental Sustainability Goal 7: Spatial Equity

ion

Tourism

REGENERATION OF PRIMARY NODES

12. Regeneration of Kokstad Town Centre to improve performance as a Node

Source: Kokstad Regeneration Plan (2012)

Kokstad Ongoing implementation of the recommendations and projects in the KISDP. The Green Heart Park, residential densification projects, and water infrastructure projects are the key catalytic projects within the plan. Individual projects within plan are not catalyst at the scale of the District, but the overarching development would be as Kokstad is the biggest Node within the District. Also includes implementation of R56 Integrated Sustainable Housing Project As Part of the Regeneration of Kokstad. Also includes Kokstad Sports complex.

Goal 1: Job Creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 5: Environmental Sustainability Goal 7: Spatial Equity



Research and innovation

Short to Medium

District, Provincial Government servicing departments, COGTA, private sector


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contributed to


Objectives


13. Regeneration of Ixopo to improve performance as a Node

Source: Ixopo Town Regeneration Plan (2010)

Ixopo Using the output from the Ixopo Regeneration Plan prepare an implementation plan for an upgrade and development project for the town, aimed at improving the urban environment and it’s economic and public service function. Prepare an Integrated Sustainable Development Plan for the town. Individual projects within plan may not be catalyst projects, but the overarching development would be as Ixopo is the second largest Node within the District and an administrative/public sector hub.

Goal 1: Job creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 5: Environmental Sustainability Goal 7: Spatial Equity

Public Sector



SMME development

Short to Medium


14. Regeneration of Umzimkhulu to improve performance as a Node

Source: Bulwer Urban Regeneration Plan: Draft Urban Framework (2013)

Umzimkhulu Using the output from the various plans for Umzimkhulu, prepare a business plan for the prioritised implementation of an integrated upgrade and development project for the town to improve urban environment. Individual projects within plan are not catalyst, but the overarching development

Goal 1: Job creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 5:

Tourism



SMME

Short to Medium



Page 100


contributed to


Objectives


would be as Umzimkhulu is an important Node within the District. Also includes sportsfields development, and community health centre development.

Environmental Sustainability Goal 7: Spatial Equity

development

15. Regeneration of Bulwer to improve performance as a Node

Source: Bulwer Urban Regeneration Plan: Draft Urban Framework (2013)

Bulwer Using the output from the Bulwer Regeneration Plan prepare a business plan for the prioritised implementation of an integrated upgrade and development project for the town to improve urban environment. Individual projects within plan are not catalyst, but the overarching development would be as Bulwer is an important Tourism Node within the District.


Tourism



SMME development

Short to Medium


REGENERATION OF SECONDARY NODES

16. Regeneration of Underberg to improve performance as a Node

Source: Underberg Precinct Plan (2012)

Underberg Variety of Local Projects for the town to improve urban environment. Individual projects within plan are not catalytic, but the overarching development is.

Goal 1: Job creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure

Tourism



Short to Medium



Page 101


contributed to


Objectives


Goal 5: Environmental Sustainability Goal 7: Spatial Equity

SMME development

17. Regeneration of Donneybrook to improve performance as a Node

Source: Donneybrooke Precinct Plan (2012)

Donneybrook Variety of Local Projects for the town to improve urban environment. Individual projects within plan are not catalytic, but the overarching development is.




Short to Medium


18. Regeneration of Highflats to improve performance as a Node

Source: Highflats Precinct Plan (2012)

Highflats Variety of Local Projects for the town to improve urban environment. Individual projects within plan are not catalytic, but the overarching development is.

Goal 1: Job creation Goal 3: Human and Community Development Goal 4: Strategic Infrastructure Goal 5: Environmental



Short to Medium



Page 102


contributed to


Objectives


Sustainability Goal 7: Spatial Equity


The Planning Initiative Page 103

The following Figure is a spatial representation of those Catalyst Projects that can be mapped. Some

projects are at this time unmapped, or not suitable for representing in this manner (e.g.

electrification projects). Those projects not mapped are listed after the figure

FIGURE 11: CATALYST PROJECTS



Projects not mapped:

Infrastructure

Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 6 (SIP 6) -

Roads

Integrated Municipal Infrastructure Delivery Strategic Infrastructure Project 18 (SIP 18) –

Regional Bulk Water Schemes

Bulk Electrification Programme

Renewable Energy Supply

Economic Development and Tourism

Industrial / Agro-processing Economic Hubs

Concrete Products Manufacturing Plant



8 INSTITUTIONAL FRAMEWORK An appropriate Institutional Framework to guide, implement and monitor the District Growth and

Development Plan is a critical component of the HGDGDP. This section presents some background

research and some options which should be used to generate discussions amongst the family of

Municipalities within the Harry Gwala District Municipality. The outcomes of the discussions and the

option to be adopted will be incorporated into the revised Harry Gwala District Growth and

Development Plan.

8.1 THE INSTITUTIONAL MECHANISM TO IMPLEMENT THE PROVINCIAL GROWTH AND

DEVELOPMENT PLAN In considering an appropriate institutional mechanism to implement the DGDP it is useful to

understand the Provincial Institutional Mechanism as the District approach will need to align with

this and interact with this into the future.

8.1.1 OVERALL STRUCTURE

The Institutional structure for implementing all components of the PGDP is shown in the figure below (source: Quick Start Operations Manual for the Implementation and Review of the KZN Provincial Growth and Development Plan 2013: 9) FIGURE 12: PGDP INSTITUTIONAL ORGANOGRAM

8.1.2 PROVINCIAL PLANNING COMMISSION (PPC)

The PPC complements the National Planning Commission (NPC) and advises Cabinet on matters

related to:

The long term strategic development perspective and vision of the Province;

Ensuring coherence in policy development and planning across Provincial Government; and

Strengthening performance monitoring and evaluation to enable assessment of the pace

required to deliver on the desired outcomes.



The Provincial Planning Commission has the following responsibilities:

Develop and periodically review the long term Vision and the Provincial Growth and Development Strategy for the Province;

Guide the review of the Provincial Spatial Economic Development Strategy;

Guide the development of Strategic Infrastructure Projects;

Lead investigations into critical long term trends in the Province; and

Guide the review of the Skills Development Strategy.

8.1.3 ACTION WORK GROUPS

18 Action Work Groups have been established and these are responsible for driving the 31 Strategic

Objectives of the PGDP. This is done through:

Developing a Plan of action for implementation;

Securing required resources by leveraging from non-government partners;

Spatial referencing and prioritisation;

Ensuring the design, planning and implementation of demonstration projects

Monitoring implementation; and

Co-ordinating reporting on progress to the relevant cluster

The 18 AWGs then report to the PGDP Technical Committee and Four Cabinet Technical Clusters on

progress.

The following figure summarises the reporting arrangements for the various entities listed above.

The Action Work Groups compile monthly progress reports which are then made to the Cabinet

Technical Cluster. The Cabinet Technical Cluster reports to Provincial Cabinet twice a year.

FIGURE 13: PROVINCIAL REPORTING ARRANGEMENTS



8.1.4 THE PGDP TECHNICAL COMMITTEE AND FOUR CABINET TECHNICAL CLUSTERS

The 18 Action Work Groups report to the PGDP Technical Committee that provides overall decision

making regarding coordination and integration across action work groups and goals. This Technical

Committee consists of the convenors of the Action Work Groups as well as various other Provincial

and National departments or entities (e.g. Ithala, Agribusiness Development Agencies, SANRAL,

Transnet, and ESKOM).

The Technical Committee is responsible for:

Coordinating all the activities of the PGDP and its implementation.

Ensuring coordination of PGDP efforts and activities across all AWG and provincial

departments.

Ensuring that the AWGs carry out all the required actions to advance the PGDP.

The 18 Action Work Groups and the PGDP Technical Committee report to 4 Cabinet Technical

Clusters, being:

1. SPCHD: Social Protection, Community and Human Development

2. ESID: Economic and Strategic Infrastructure Development

3. JCPS: Justice, Community Protection and Security

4. G&A: Governance and Accountability

The table below highlights the relationship between the Cabinet Clusters, the 18 Action Work

Groups, Provincial Departments and the 31 Strategic Objectives of the PGDP.

TABLE 29: CABINET TECHNICAL CLUSTERS AND ACTION WORK GROUPS MATRIX

Responsible Technical Cluster

Receives reports from Strategic Objective

Action Work Grp no.

Strategic Objective Action Work Group

Convening Dept.

Responsible for Strategic Objectives

Economic and Strategic Infrastructure Development

1 DAEA 1.1 Unleash Agricultural Potential

2 DEDT 1.2 Enhance sectoral development through trade and investment

3 DPW 1.3 Expand government-led job creation programmes

4 DEDT 1.4 Develop SMME and entrepreneurial development

5 DEDT 1.5 Develop the knowledge base to enhance the knowledge economy

12 DOT 4.1 Develop Harbours

12 DOT 4.2 Develop Airports

12 DOT 4.3 Develop road and rail networks

13 DEDT 4.4 Develop Information and Communications Technology (ICT) infrastructure

14 COGTA 4.5 Improve Water Resource Management and Supply

14 COGTA 4.6 Improve Energy production and supply

15 DEDT 5.2 Advance alternative energy generation and reduce reliance on fossil fuels

G&A 16 DAEA 5.1 Increase Land Productivity



Responsible Technical Cluster

Receives reports from Strategic Objective

Action Work Grp no.

Strategic Objective Action Work Group

Convening Dept.

Responsible for Strategic Objectives

16 DAEA 5.3 Manage Pressures On Biodiversity

16 DAEA 5.4 Adapt to climate change

17 DOTP 6.1 Strengthen Policy and Strategy Coordination and IGR

17 OTP 6.2 Build Government Capacity

17 OTP 6.3 Eradicate Fraud And Corruption

17 OTP 6.4 Promote participative, facilitative and accountable governance

18 COGTA 7.1 Actively promote spatial concentration and co-ordination of development interventions

18 COGTA 7.2 Apply effective spatial planning and land management systems across the province

Justice, Community Protection and Security

9 DCSL 3.5 Enhance Safety and Security

Social Protection, Community and Human Development

6 DOE 2.1 Improve early childhood development, primary and secondary education

7 OTP 2.2 Support skills alignment to economic growth (KZN HRD Strategy focus)

7 OTP 2.3 Enhance Youth Skills Development and Life-Long Learning

8 DSD 3.1 Alleviate poverty and enhance social welfare

10 DOH 3.2 Enhance Health of Communities and Citizens

8 DSD 3.3 Enhance sustainable household food security in KZN

11 DHS 3.4 Develop Sustainable Human Settlements

8 DSD 3.6 Advance Social Capital

The operational manual indicates that the 5 year Departmental programmes will need to align with

the PGDP. Similarly the 5 year Municipal IDPs will need to align with the DGDPs.

8.2 INSTITUTIONAL OPTIONS – SOME DISCUSSION This section briefly introduces some discussion on institutional options that may assist in the

consideration of an Institutional Structure to implement the Harry Gwala District Growth and

Development Plan. This section is presented merely to assist in generating discussion and is not

intended to form a comprehensive case study review.

8.2.1 GROWTH COALITIONS

Internationally, the institutional frameworks for the implementation and monitoring of growth and

development plans and catalytic projects at district level vary; but one theme that has characterised

both KZN and many other countries, at least in terms of project identification, is that of the ‘local



growth coalition’.2 In essence, these coalitions bring the common interests of localised businesses

and local governments together in developing common strategies for the enhancement of local

economic growth.

KZN as a Province began its own KZN Growth Coalition during the tenure of Premier S. Ndebele, and

that coalition drove many projects of Province-wide interest over the last two decades. The current

‘Enterprise Ilembe’ was also originally the product of a local growth coalition between Ilembe area

businesses and the District and Local Municipalities. The current Umkanyakude District Development

and Planning Commission also has elements of a growth coalition to it, insofar as the most relevant

local development NGOs and provincial para-statals have representation on it. However, the latter is

still in its early days, and the former since evolved into a formalised development agency for

receiving, inter alia, government funds, and as such it shares several features with district

development agencies elsewhere in the world.

8.2.2 INDIA’S DISTRICT RURAL DEVELOPMENT AGENCIES

One of the better-known examples of these agencies world-wide that may be of use in the Harry

Gwala case, is India’s District Rural Development Agencies (DRDA’s). The likelihood of a strong local

business coalition in Harry Gwala District is not as likely as say in Ilembe because of differences in

the scale and nature of business in the two Districts.3 Hence the possible similarities with India’s

DRDA’s is worth exploring in the Harry Gwala case, as DRDA’s have traditionally been the principal

organ at the district level to oversee the implementation of anti-poverty programmes of provincial

and national government. Much of the previous work in this project suggests that in the Harry

Gwala case the focus should be on securing adequate public resources to address poverty in this

under-developed District.

Wikipedia notes that: ‘Rural development and poverty alleviation programmes in India are

implemented on a decentralised basis, keeping in view the large geographical areas, the

administrative requirements and the need to involve grassroots-level officials and the community in

the implementation of the programmes. The governing body of DRDA includes Members of

Parliament (MPs), Members of Legislative Assemblies (MLAs), District level officials of Development

Departments, Bankers, NGO's and representatives of weaker sections of the society. The task of

DRDA has been to identify the needs of the rural population and reach the appropriate schemes

where they are needed. In implementing the schemes, the role of the DRDA has been Technical,

Managerial and Financial. Thus DRDA is not only a body to disburse the funds for the schemes but

also provide appropriate Managerial and Technical support’.

2 The research literature on local growth coalitions began with Harvey Molotch’s seminal article, ‘The City as a Growth Machine: Toward a Political Economy of Place’, American Journal of Sociology, Vol. 82, No. 2 (Sep., 1976), pp. 309-332; but has since been followed by scores of books and articles on a similar theme. 3 There are significant large to medium scale businesses in Ilembe with high ‘local dependence’ which is less true of Harry Gwala which is more either family based businesses (e.g. farms) or branches of national chains.



In rural areas with a smaller private sector it is possible that this Indian development agency model

(or similar) might hold greater relevance for Harry Gwala than models conceived in the West4. On

the other hand, there is experience from other public-sector driven local economic development

experiences that could be useful also in the Harry Gwala context.

8.2.3 DISTRICT GOVERNMENT FUNCTIONS

Before proceeding it may be worth recalling what the specifically District functions are of District

Councils. The reason for considering this is to generate thought on whether this mandate covers the

full Growth and Development Plan and therefore whether the District Municipality could consider

implementing the HGGDP as is or whether it would need to be augmented with another institution.

One legal source advises that the powers and functions of District Councils in South Africa include:

‘to plan for development for the district municipality as a whole

bulk supply of water that affects a large proportion of the municipalities in the district

bulk supply of electricity that affects a large proportion of the municipalities in the district

bulk sewage purification works and main sewage disposal

waste disposal sites for the whole district council area

municipal roads for the whole district council area

regulating passenger transport services

municipal health services for the whole area

fire-fighting services for the whole area

control of fresh produce markets

control of cemeteries

promoting local tourism for the whole area

municipal public works’5

Notice from the above list that, in the context of the present project, what this suggests is a need to

plan mainly for local development infrastructure – a conclusion that would be consistent with most

of the responses to desired catalytic projects presented at the August 6th Workshop.

The distribution of key roles and responsibilities for the District and Local Municipalities specifically

in the planning phases in South Africa are outlined in the table taken from a German aid agency

workbook on South African planning6 reproduced in the table below.

TABLE 30: DISTRICT AND LOCAL LEVEL FUNCTIONS

Planning Phase Local Level District Level

Analysis Determine local issues, problems, potentials and priorities.

Determine district scale issues, problems, potentials and priorities

Consolidated the analysis results of the district and local municipalities and define common priority issues

4 See for example http://www.drdachamba.org/ 5 http://www.paralegaladvice.org.za/docs/chap04/06.html 6 http://www.meso-nrw.de/toolkit/case_studies/case-studies-case-11-roles.html



Planning Phase Local Level District Level

Strategies Define a local vision and set of objectives

Participate in district level strategy workshop

Determine local strategies per priority issue on the basis of the district level analysis.

Define a district vision and set of objectives

Provide an event for a joint strategy workshop with local municipalities and provincial and national role-players thereby providing an organisational framework for aligning strategies

Determine cross-boundary and district strategies per priority issue

Projects Design local council projects per strategy.

Design district council projects per strategy

Integration Compile a set of local Integrated Programmes for Managing implementation.

Compile a set of district Integrated Programmes for managing implementation

Align and assess the Capital Investment and Implementation programmes of local and district municipalities.

Approval Ensure that the IDP is adopted by

the Local Council.

Ensure that the IDP is adopted by the District Council

Align the IDPs of the municipalities in the district council area and with the other spheres of government.

Source: http://www.meso-nrw.de/toolkit/case_studies/case-studies-case-11-roles.html

8.2.4 DISTRICT DEVELOPMENT AGENCIES IN KWAZULU-NATAL

A District Development Agency could play a key role in the Growth and Development Strategy. To

this end a brief discussion on SDAs is presented. KZN’s COGTA has undertaken an assessment of

existing practices within SDAs, the results of which are summarised below.



TABLE 31: EVALUATION OF DISTRICT AGENCIES BY COGTA

Source: Slide presentation by KZN COGTA entitled Status Quo Presentation on Development Agencies

in KwaZulu-Natal, dated 15 August 2013

The Sisonke Development Agency is characterised by ‘limited success’, whilst Ilembe is seen as the

most successful to date.

The current situation for the Sisonke Development Agency as described on its website is shown in

the organograms below.

FIGURE 14: SISONKE DEVELOPMENT AGENCY GOVERNANCE ORGANOGRAM

Source: SDA website, www.thesda.co.za; captured 15 August 2014

http://www.thesda.co.za/



In terms of governance, it can be seen that the SDA is a direct outgrowth of the District Council.

However there is a separate management and staff, shown in the organogram and staff list (drawn

from the SDA website) below.

FIGURE 15: SISONKE DEVELOPMENT AGENCY MANAGEMENT ORGANOGRAM

Source: SDA website www.thesda.co.za; captured 15 August 2014

Staff list:

Chief Executive Officer

Acting Chief Financial Officer

Programmes Manager

Project Manager (Land Reform and Agribusiness development)

Project Manager (Local Economic Development and Spatial Development)

Chief Local Economic Development and Tourism Officer

Tourism Officer

Local Economic Development Officer

Research Assistant

Administrative Assistant

The SDA governance and staffing is similar to the Umhlosinga Development Agency operating in

Umkanyakude (see diagram below).

http://www.thesda.co.za/



FIGURE 16: UMHLOSINGA DEVELOPMENT AGENCY – UMKANYAKUDE


in KwaZulu-Natal, dated 15 August 2013.

Ilembe Enterprise similarly has a Board of Directors and staff consisting of CEO (and PA), CFO (and

accountant and risk officer), a Local Economic Development team and a Marketing team.


in KwaZulu-Natal, dated 15 August 2013.

This work undertaken for COGTA indicated that the key challenges to SDAs are



Implementation, delays and project delivery

Funding and lack of self-sustainability

Region specific socio-economic problems

Local Government Accountability

8.2.5 UGU INSTITUTIONAL PROPOSALS

The Ugu District Growth and Development plan was completed in 2012 (Ugu District Growth and

Development Strategy, Final Report, December 2012). Within this plan 3 institutional options were

explored:

1. The Ugu District Municipality take the lead for the GDS in terms of its legislative mandate to

co-ordinate development planning and inter-governmental relations within the district. The

Executive Mayor of the district will be the political champion of the GDS. The Executive

Mayor establishes a District Planning Commission.

2. The second proposal is similar in all respects to the first proposal, but argues that instead of

a DPC, a NEDLAC (National Economic Development and Labour Council) – type structure

should be constituted that meets quarterly. The functions of the DPC and the NEDLAC-type

structure would be the same. The main difference is that while the DPC is more expert-led,

the NEDLAC-structure is more sector-driven.

3. Proposal three argues that given the current capacity constraints within municipalities

within Ugu, and given the multi-stakeholder nature of the GDS, that a structure should be

established to drive the GDS unencumbered by such institutional constraints. It is proposed

that the Executive Mayor of the district request nominations of credible leaders from the

private, public and civil society sectors that are willing and able to drive the GDS. It is

proposed that a team of a maximum of twelve members is appointed as the GDS Lead Team

that will be mandated to drive and monitor the GDS.

After discussion and debate option 3 was selected as the most appropriate for the area. Within this

option is it suggested that the term of appointment of the lead team members should be “three

years and that the mandate of the appointed team will include being able to:

Request progress reports from the various stakeholders and structures with regard to the

implementation of the GDS;

Convene GDS stakeholder forums in order to monitor progress and provide strategic

direction;

Engage with local government, business and civil society leadership in order to unblock

obstacles facing the implementation of the GDS;

Report to relevant provincial and national government and private sector institutions if local

stakeholders have failed to respond or co-operate within agreed time-frames;

Mediate and request external mediation to assist in addressing any tensions or lack of co-

operation amongst stakeholders;

Advise stakeholders on issues pertaining to the GDS; and

Lobby stakeholders, both internal and external, for the allocation of resources to the GDS.

This team will become the “face” of the Ugu GDS and will be accountable for ensuring that it is

implemented. A technical support unit will be established to support the GDS lead team, consisting

of at least a process facilitator, programme co-ordinator and administrator. This team will be



responsible for undertaking the day-to-day tasks related to the work of the lead team and engaging

with the various inter-governmental and sector bodies.

The Executive Mayor of the Ugu District will be the champion of the GDS within the local

government sphere. The District Council and district IGR structures will be the platforms for co-

ordinating the implementation of the GDS…….. In addition, it is proposed that the Executive Mayor

establishes and chairs a District Inter-Governmental Forum that is cross-sectoral and is focused on

ensuring integrated and aligned planning and budgeting across government. This will be a high-level

structure that will have both a political and technical component. The political component will be

constituted through the offices of the relevant MECs and the administrative component through the

offices of the relevant HoDs. Existing IGR structures, including the IDP Forum, will report to this

structure.”

8.2.6 UMKHANYAKUDE DISTRICT PLANNING COMMISSION AND INSTITUTIONAL STRUCTURE

In Umkhanyakude District Municipality the Development Agency is now paralleled by a District

Planning Commission. According to the District Municipality’s website, speaking at the

Umkhanyakude District Planning Commission Consultative Workshop, Mayor of the Umkhanyakude

District Municipality, Jeffrey Vilane, said:

"The idea of establishing the first of its kind of Commission is to create a platform that would

enhance and maximize the development and planning capacity of the Family of Municipalities that

fall within the Umkhanyakhude District. The Umkhanyakude District Municipality was viewed by

many as the epitome of underdevelopment, unemployment, poverty, lack of basic delivery to the

people and the high levels of inequalities. The confidence of business to the district was at an all-

time low. Government sector departments viewed the district as a high risk for development grants,

and worse was the lack and confidence of ordinary men and women to the institutions of

governance in this area. Owing to this, this is what led the current leadership and management of

their Umkhanyakude District family of Municipalities to undergo an intense and thorough

introspection of the capacity of our institutions and the appropriateness of our policies to turn this

unsavoury situation around. This was done through a series of strategic planning sessions and one-

on-one engagements between and among ourselves."

The establishment of the Commission was supported by Dr. Kwezi Mbanjwa from the presidency's

Office, who said that in terms of advice and support needed, their department would help if it was

within their capacity to do so. The commission would serve as a platform for stakeholders such as

local communities, businesses, investors, the tourism sector and various other governmental

departments, to have an opportunity to contribute positively towards the development of the

region. The Umkhanyakude District Municipal Council shall appoint 12 commissioners to the District

Planning Commission (DPC). However, a call for nominations for the eight commissioners was

advertised through newspapers this year’7.

The District Planning Commission was established by resolution of the Umkhanyakude District

Municipal Council, UDMC 00521 of 06 July 2012, where it was resolved that:

The establishment of Umkhanyakude District Development & Planning Commission;

7 http://www.ukdm.gov.za/index.php/en/component/content/article/125-block-ads/34-planning-economic-development



The appointment of nine (9) Commissioners, eight (8) of whom to serve on a part-time basis

for a period of 5 years and one on full time basis to be designated as Chairperson, on the

District Development & Planning Commission;

Six (6) Mayors to serve as Ex-Officio Members;

The chairperson of the local house of traditional authorities;

The Six (6) Municipal Managers to serve in support of their respective Mayors;

The appointment of one representative from civil society, organized business and organized

labour;

The creation of a dedicated Secretariat to provide support to the uMkhanyakude District

Development & Planning Commission;

The creation of a Technical team to work with the DDPC to drive the planning processes.

The DDPC compliments both the National and Provincial Planning Commissions and advises and

makes recommendations to the District Municipal Council on matters related:

A Long term strategic development perspective and vision of the District;

Ensuring coherence in policy development & planning across the District;

Strengthening performance monitoring and evaluation to enable the government within the

uMkhanyakude District Municipal area to assess the pace required to deliver on the desired

outcomes.

The DDPC is supported by a Technical Committee and will consult through a Consultative Forum. The

committee will consist of technical representatives of the district and local municipalities, the district

development agency, and relevant provincial and national departments. It is envisaged that this

technical committee will convene either quarterly or bi-annually and provide the necessary technical

support to the planning commission. It is also suggested that the consultative process initiated at the

district growth and development summit be maintained and that a DGDP consultative forum be

established to advise on the implementation and monitoring of the district growth and development

plan.

Detailed project planning, implementation and project management is not seen as the primary

function of the district planning commission or the technical committee. Catalyst projects would be

implemented by the relevant Municipality or Government Department. Political accountability for

the plan and its implementation will vest with the Council of the district municipality and the five

comprising local municipalities.



FIGURE 17: UMKANYAKUDE IMPLEMENTATION STRUCTURE

Source: uMkhanyakude District Growth and Development Plan (Draft for Comment) February 2014

A District Planning Commission essentially mirrors the National Planning Commission which is the

embodiment of government’s efforts to improve long term planning and rally the nation around a

common set of objectives and priorities to drive development over the longer term. Similarly a

District Planning Commission should seek to focus on long term planning, as opposed to the 5 year

Integrated Development plans, and focus the family of municipalities in the District on a common

set of objectives and priorities.

8.3 INSTITUTIONAL OPTIONS FOR HARRY GWALA DISTRICT GROWTH AND DEVELOPMENT

PLAN The examples presented in the previous section provide some background from which to explore

options for an institutional structure to drive the Growth and Development Plan in the Harry Gwala

District.

A point to bear in mind is that the capacity of the District Municipality and the existing SDA is limited

and needs to be enhanced to give effect to the implementation of the DGDP and the preferred

catalyst projects. The concept of appropriate capacity enhancement should therefore lie at the

centre of the institutional options strategy for this District.

The primary activities for a proposed institutional structure may be summarised as follows:

Strategic planning and guidance as well as reviews of the DGDP and overall vision

Implementation of catalyst projects – project preparation including business planning,

securing resources, and implementation



Monitoring and evaluation of the DGDP and reporting on progress to the Provincial

structures (probably to the 18 Action Work Groups – although this needs clarification from

COGTA)

Consultation and information dissemination.

The choice of an Institutional Structure should be based on the following principles. That it

Is outcomes based i.e. keeps the end or ultimate goal of growth and development in mind

and focuses on actions

Promotes integration across all activities, sectors and departments, as well as space

Promotes involvement of all stakeholders – public and private sector as well as NGOs

Leverages existing capacity and institutional structures where possible and avoids

duplication of effort

Builds existing capacity

Promotes clear lines of accountability through a clear monitoring and evaluation framework

Aligns with and complements the Provincial institutional structures.

Reflecting on both South African and international experience, it appears that decisions need to be

made on whether the District Growth and Development Plan and catalytic projects should be

identified and driven by:

1. The District Municipality as is

2. The District Municipality with additional capacity

3. The District Municipality supplemented by a District Planning Commission

4. The Sisonke Development Agency (SDA) as is

5. An augmented SDA

6. A different or new SPV/PPP

7. A combination of the above

The following table explores these options further:



TABLE 32: SUMMARY OF INSTITUTIONAL OPTIONS

Options 1. The District Municipality as is

2. The District Municipality with additional capacity

3. The District Municipality supplemented by District Planning Commission

4. Sisonke Development Agency (SDA), as is

5. An augmented SDA

6. A different or new SPV/PPP

Advantages The District Municipality has existing structures that could be mandated to implement the DGDP e.g. the IDP office.

The District Municipality has existing structures that could be mandated to implement the DGDP. Additional capacity could provide direct attention to the DGDP.

The District Planning Commission provides an opportunity for all sectors – public, private and NGOs to be involved. Has a specific focus on the DGDP. Local Municipalities and Private sector may become more involved.

Focus on action and implementation.

Focus on action and implementation.

Vehicle set up specifically to focus on DGDP.

Disadvantages Local Municipalities may not become as involved as they should. Political accountability may be limited by this lack of involvement. Private sector and NGOs may not become involved; Capacity constraints; Funding constraints.

Local Municipalities may not become as involved as they should. Political accountability may be limited by this lack of involvement. Private sector and NGOs may not become involved.

The District will have to be responsible for setting up another structure i.e. the DPC. Need for additional funding and staff.

Insufficient capacity to undertake the strategic planning; DGDP reviews and Reporting required.

Even with augmented staff it is debatable whether the mandate of an SDA would extend to the strategic planning reporting and review required and may detract from the focus of the SDA.

May duplicate functions. Requires new capacity and budget. Decisions would also need to be made on future relationship/s with District and Local Municipalities



Reflecting on the advantages and disadvantages of the various options a new structure is most likely

to result in duplication of effort and require additional funding and capacity that is already in short

supply. At the stakeholder workshop held on 6 August 2014 at Ixopo the CEO of the SDA made it

clear that it was not the mandate of the SDA to implement the GDP although the agency could form

part of the support structures. Leaving the implementation of the GDP to the District Municipality as

is seems inappropriate given that the existing staff already seem stretched to cover all the areas they

are already responsible for.

In all probability the most appropriate institutional structure would appear to be a combination of

the options listed.

Two options seem to be worth exploring:

The District Municipality with additional capacity focused on the DGDP supported by the

SDA

A District Planning Commission supported by the District Municipality and the SDA

The following 2 diagrams explore these two possibilities for further discussion.

FIGURE 18: DISTRICT MUNICIPALITY WITH ADDITIONAL CAPACITY AND SUPPORTED BY SDA

Provincial Planning Commission

Action Work Groups

District Council

Strategic Planning and Decision Making

Sisonke Development Agency

Catalyst project Implementation

IDP team augmented by new DGDP technical team

Monitoring and Evaluation

IDP Forum or Growth and Devt. Summit Forum

Consultation



FIGURE 19: DISTRICT PLANNING COMMISSION SUPPORTED BY DISTRICT AND LOCAL MUNICIPALITIES AND SDA

8.4 CONCLUSION AND RECOMMENDATION The success of the HGDGDP is dependent on the choice of an appropriate institutional structure

within the near future.

It is recommended that as an interim measure the Social Services and Development Planning

Department within the Harry Gwala District Municipality be tasked with driving a conclusion to the

institutional structure and its establishment, as well as interacting with the Provincial Structures.


Action Work Groups

District Planning Commission

Strategic Planning and Decision Making


Catalyst Project Implementation

IDP team or new DGDP technical team

Monitoring and Evaluation

IDP Forum or Growth and Devt. Summit

Consultation

District and Municipal Councils

IDP Alignment



9 MONITORING AND EVALUATION FRAMEWORK

9.1 PURPOSE The primary purpose of the Harry Gwala Monitoring and Evaluation Framework (M&E Framework) is

to ensure the Municipalities within the Harry Gwala District are following the strategic plan adopted

and achieving the goals and objectives identified. The outcome of the implementation of the M&E

framework should be improved performance and demonstrable results. The advantage of

formalising monitoring and evaluation is the learning that occurs through reflecting on progress,

achievements and problems encountered, and the ability to adjust and amend the plan accordingly.

The M&E Programme should be an ongoing process with constant learning, feedback and

improvement over time. Changes and amendments to the strategy are to be expected through this

iterative process.

In addition to learning, the M&E programme should focus on risk management and accountability.

Risk relates to the uncertainty of an event occurring and the negative impact on the achievement of

goals and objectives. The corollary is that risk management can identify events and provide

reasonable assurance regarding the likelihood of achieving objectives. The concern for risk

emanates from the legal mandate of the Public Finance Management Act, 1999 for effective,

efficient and transparent system of financial and risk management. The general responsibilities for

risk management have been extended in terms of section 45 and 57 of the PFMA to all managers

within the public sector taking responsibility for risk management.

The risks therefore need to be identified and capacity built to manage and mitigate these, as well as

pursuing opportunities. The primary risk in this strategy is that nothing changes and the quality of

life in the Harry Gwala District does not improve. The strategy sets out to ensure that this is turned

around to achieve increased growth and development within the Municipality.

M&E is most effective when there are clear areas of accountability making individuals accountable

for the outcomes to be achieved as well as their actions and behaviour in pursuing these. The overall

accountability for the monitoring and evaluation of the HG DGDP rests with the District Municipality

until such time as an alternate Institutional structure is decided upon. The DM will also then be

responsible for deciding what changes are required to take the plan forward; however, specific

departments/managers/entities should be identified to review specific strategies and actions.

The primary objectives of the M&E plan are therefore to:

Support accountability to stakeholders (Municipality, Investors, Residents)

Prompt corrective action

Ensure informed decision-making

Promote risk management

Enhance organizational and individual learning

(After http://web.undp.org/evaluation/handbook/ch1-2.html)

http://web.undp.org/evaluation/handbook/ch1-2.html



9.2 REPORTING Reporting on the implementation of the HGDGDP should focus on the following areas:

Monitoring:

Measuring and observing trends and actions using the primary indicator tables and

interventions set out in section six of this report

Evaluation

Answering key questions and reaching conclusions

Recommendations and Actions required

The framework for measuring trends and actions i.e. monitoring is set out in Section 6 of this report

in the form of the apex and primary indicators and forms the primary reporting tool for the DGDP.

The current status of each indicator needs to be measured annually against the targets set in the

tables as per the following example:

TABLE 33: EXAMPLE OF MONITORING PRIMARY INDICATORS AND INTERVENTIONS

Primary Indicators UNLEASH AGRICULTURAL

POTENTIAL

Baseline Data

Proposed Targets

2020

Actual 2015

Verification Reporting and Responsibility

Total employment within the agricultural sector - including forestry and livestock farming*.

25,000 est

28 630 Agricultural Census, Statistics South Africa and associated databases (Global Insight and Quantec);


Value of agricultural contribution to the District economy.**

R1,143m R1,309m Agricultural Census, Statistics South Africa and associated databases (Global Insight and Quantec);


Development of commercial farmers (new entrant, small-scale, ITB and Land reform***)

350 est 430 Agricultural Census and KZN Dept Agriculture and Rural Development and KwaNalu


Hectares of land under agricultural production including forestry and livestock farming****.

Circa. 800,000

ha

Circa. 820,000

ha

Agricultural Census and National KZN Dept Agriculture and Rural Development and KwaNalu


Once trends and activities have been measured, evaluation needs to occur through categorising the

indicators and the asking key questions about the overall strategy to frame the learning and

reflection.

The indicators may be categorised as follows:

TABLE 34: CATEGORISING INDICATORS

Status Symbol

On target

Not on target – needs urgent attention

Not on target but still able to get back on track



Depending on results ask the relevant questions as set out in the following decision making flow

chart:

FIGURE 20: DECISION MAKING FLOW CHART

Evaluate: measure indicators and assess

On Target

Acknowledge, reward and communicate the

progress

Do new projects need to be added?

What can be learnt?

Not on target but can be rectified

Will time lines be met or do they need

revised?

Does the intervention need additional

resources - people or funds?

What can be learnt?

Not on target - needs urgent attention

Do goals need to be changed? Are they

realistic? Do priorities need to change?

Do dealines need to be changed? Understand

why the actions are behind schedule before

times are changed.

Does the intervention need to be dropped or

resources added - people, funds, equipment?

Does a new project need to be added?

What can be learnt?



The answers to these questions will dictate the recommendations and actions required. These will

include changes and deviations to the original plan and an iterative review of the Growth and

Development document. This may include a change in activity, resources, timelines or additional

funding to rectify delays and challenges identified.

Equally the monitoring and evaluation process will identify success and achievements. In these cases

the achievements need to be documented to contribute to learning and then acknowledged and

published, incentivising the stakeholders to continue to participate in the implementation of the

strategy.

9.3 MONITORING CATALYST PROJECTS The catalyst projects identified should also be monitored as part of the HGDGDP. The framework

provided in section 7 of this report should be used to undertake this monitoring.

9.4 FREQUENCY OF REPORTING AND REVIEW Frequency of Review is a critical factor to consider. Whilst frequent reviews are time consuming and

interrupt implementation work-streams, if reviews are not carried out frequently enough the

strategy runs the risk of being ineffective and running off course. It is therefore recommended that

the review be undertaken annually with an interim review on a six monthly basis where general

progress is monitored and then a full review is undertaken on an annual basis where the statistics on

the indicators are captured, monitored and evaluated. An interim review in January should be

undertaken by the Municipal officials or relevant institutional structure to guide and direct

management decisions and acknowledge successes. A full review should be undertaken in June

which will include a detailed evaluation of outcomes, recommendations for changes, and may

include a redraft of the document where recommendations require this.

9.5 RESPONSIBILITY FOR MONITORING AND EVALUATION It is proposed that the responsibility for the monitoring of the overall impact of the Harry Gwala

District growth and Development Plan be allocated to the Harry Gwala Municipality in the short term

and then handed to the appropriate intuitional structure once this is decided on and established.

They will be best suited for undertaking the research and finding the data to measure performance.

The accountability for and monitoring of individual projects would rest with the relevant people

allocated a task in the project tables set out in section six, however, monitoring the cumulative

impact of these actions on growth and development requires dedicated attention.

Whilst individual managers will be accountable for achieving the outcomes proposed in this M&E

report at a project level, and Dm and then appropriate institutional structure would monitor trends,

it would be appropriate to consider a partnership in the overall evaluation of the programme as a

whole. This would avoid the Municipality being both player and referee. Partners could be – a

University, a Sister City or a Business body such as the Chamber of Business. Perhaps to avoid bias

the most appropriate would be to partner with a University research centre at DUT, UKZN or

National or International Universities. The data generated may also be useful for the research

outputs of these institutions.

9.6 REPORTING FLOWS The following chart reflects the flow of information in the monitoring and evaluation process:



Reporting flows will vary depending on the institutional structure established. Should a District

Planning Commission be established, the reporting flows in the following diagram would apply.

FIGURE 21: REPORTING FLOW CHART


District Planning Commission

District Technical team

District Council

Greater Kokstad Council

Ingwe Council

KwaSani Council

Ubuhlebezwe Council

uMzimkhulu Council

Provincial Cabinet



10 CONCLUSION AND WAY FORWARD The Harry Gwala DGDP has been prepared with the intention of providing strategic guidance to the

development within the District. It is not intended to replace IDPs or the projects identified therein,

rather the intention is to provide an overarching framework within which growth and development

within the District is to be driven, and measured.

In order for the plan to be fully implementable, it is critical that the correct institutional mechanism

be structured so that it can be driven appropriately. This mechanism needs both political buy-in as

well as the appropriate resources in order to be realized. Thus, the way forward is for the District to

undertake a rigorous programme to finalise the institutional mechanism and then start

implementing the plan.

It is recommended that as an interim measure the Social Services and Development Planning

Department within the Harry Gwala District Municipality be tasked with driving a conclusion to the

institutional structure and its establishment, as well as interacting with the Provincial Structures.

It is also important to note that the plan is not final. Like the PGDP, there will be future revisions to

the plan made, as is necessary with a strategy of this nature.



APPENDICES



APPENDIX A: STEERING COMMITTEE INVITEES COGTA

1. Nontsundu Ndonga- [email protected];

2. VHUTSHILO GELEBE<[email protected]>;

3. B. Mgutshini- [email protected]

4. L. Dlamini- [email protected]

Harry Gwala District

5. Lucky Zondi- [email protected];

6. Rendani Mudau- [email protected];

7. Gugu Madonda- [email protected]

8. Muzi Luthuli- [email protected];

9. Mr Mtolo- [email protected]

10. N. Molefe- [email protected]

Umzimkulu

11. T. Maphumulo- [email protected]

12. [email protected]<[email protected]>;

Ubuhlebezwe

13. Dlamini- [email protected];

14. Zafika Mazibuko- [email protected];

KwaSani

15. Sue McAllistair- [email protected];

16. Joel Mazibuko- [email protected];

Kokstad

17. Jacobus Marais- [email protected];

18. Samora Madikizela- [email protected];

19. Abongile Zimu- [email protected]

Ingwe








mailto:[email protected]%[email protected]









APPENDIX B: WIDER STAKEHOLDER FORUM INVITEES Government Departments, Eskom and Umgeni Water

1. Mthobisi.nzimande@kzndae,gov.za;




5. [email protected];



8. [email protected]


10. Aalia Kajee<[email protected]>;






Business








COGTA

22. Nontsundu Ndonga<[email protected]>;

23. VHUTSHILO GELEBE<[email protected]>;



Harry Gwala District Municipality

26. Lucky Zondi<[email protected]>;









Umzimkhulu




Ubuhlebezwe




KwaSani



Kokstad



43. [email protected]@kokstad.org.za;


Ingwe


mailto:[email protected]@kokstad.org.za

mailto:[email protected]%[email protected]


harry gwala district growth and development plan 43... · 2014-12-11 · harry gwala district...

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