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DANNHAUSER
MUNICIPALITY
DRAFT IDP REVIEW 2013/14
MAY 2013
Physical Address
8 Church Street
Dannhauser
3080
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TABLE OF CONTENTS Page No.
1 EXECUTIVE SUMMARY/INTRODUCTION .................................................................................. 2
1.1 PURPOSE ............................................................................................................................... 2
1.2 INTRODUCTION TO DANNHAUSER MUNICIPALITY ............................................................................. 3
1.3 IDP REVIEW PROCESS ............................................................................................................... 3
1.4 KEY DEVELOPMENT CHALLENGES ................................................................................................. 4
1.5 LONG TERM VISION AND MISSION ............................................................................................ 4
1.6 DEVELOPMENT STRATEGY .......................................................................................................... 5
1.7 OUTCOMES AND DELIVERABLES ................................................................................................. 11
1.8 PERFORMANCE MEASUREMENT ................................................................................................ 11
2 PLANNING PRINCIPLES & GOVERNMENT POLICIES AND PIMPERATIVES ................................. 13
2.1 PLANNING AND DEVELOPMENT PRINCIPLES ....................................................................... 13
2.1.1 DFA PRINCIPLES ............................................................................................................................ 13
2.1.2 NATIONAL SPATIAL DEVELOPMENT PLAN .......................................................................................... 13
2.1.3 COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME ........................................................................ 14
2.1.4 BREAKING NEW GROUND ............................................................................................................... 14
2.1.5 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY ......................................................................... 14
2.2 GOVERNMENT POLICIES AND IMPERATIVES .................................................................................. 15
2.2.1 THE CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA ..................................................................... 15
2.2.2 NATIONAL DEVELOPMENT VISION .................................................................................................... 15
2.2.3 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY ......................................................................... 17
2.2.4 OUTCOME BASED APPROACH .......................................................................................................... 17
2.2.5 LOCAL GOVERNMENT TURNAROUND STRATEGY ................................................................................. 18
2.2.6 MUNICIPAL STRUCTURES ACT .......................................................................................................... 19
2.2.7 MUNICIPAL SYSTEMS ACT ............................................................................................................... 20
2.2.8 MUNICIPAL FINANCE MANAGEMENT ACT (MFMA) ........................................................................... 20
2.2.9 INTERGOVERNMENTAL RELATIONS FRAMEWORK ACT (IGR) ................................................................. 20
2.2.10 THE MILLENNIUM DEVELOPMENT GOALS (2015) ............................................................................. 21
2.2.11 STATE OF THE NATION ADDRESS .................................................................................................... 21
2.3 THE IDP FRAMEWORK AND PROCESS PLAN .................................................................................. 22
2.4 CONSIDERATION OF MEC COMMENTS 2012/13........................................................................... 26
3 CURRENT SITUATION ANALYSIS ............................................................................................ 28
3.1 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE ................................................................ 28
3.1.1 DEMOGRAPHIC INDICATORS ............................................................................................................ 28
3.1.2 SOCIO-ECONOMIC PROFILE ............................................................................................................. 32
Prepared For:
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3.2 SPATIAL ANALYSIS ................................................................................................................. 40
3.2.1 REGIONAL CONTEXT ....................................................................................................................... 40
3.2.2 SETTLEMENT PATTERN ................................................................................................................... 41
3.2.3 URBAN SETTLEMENTS .................................................................................................................... 42
3.2.4 RURAL SETTLEMENT .................................................................................................................. 42
3.2.5 CURRENT LAND USE PATTERN .................................................................................................. 43
3.2.6 SETTLEMENTS ........................................................................................................................... 44
3.2.7 LAND OWNERSHIP .................................................................................................................... 75
3.2.8 LAND REFORM .......................................................................................................................... 76
3.2.9 ENVIRONMENTAL ANALYSIS ............................................................................................................ 79
3.2.10 SPATIAL AND ENVIRONMENTAL: SWOT ANALYSIS ............................................................................ 92
3.2.11 DISASTER MANAGEMENT ............................................................................................................. 92
3.3 MUNICIPAL TRANSFORMATION & INSTITUTIONAL DEVELOPMENT ..................................................... 95
3.3.1 MUNICIPAL TRANSFORMATION ........................................................................................................ 95
3.3.2 ORGANIZATIONAL DEVELOPMENT .................................................................................................... 98
3.3.3 MUNICIPAL TRANSFORMATION & ORGANIZATIONAL DEVELOPMENT: SWOT ANALYSIS .......................... 103
3.4 BASIC SERVICE DELIVERY & INFRASTRUCTURE ANALYSIS ................................................... 106
3.4.1 BULK WATER AND RETICULATION................................................................................................... 106
3.4.2 SANITATION INFRASTRUCTURE ....................................................................................................... 106
3.4.3 WASTE WATER TREATMENT WORKS .............................................................................................. 106
3.4.4 ELECTRICITY............................................................................................................................. 106
3.4.5 TRANSPORTATION INFRASTRUCTURE ............................................................................................... 107
3.4.6 HOUSING SECTOR PLAN ................................................................................................................ 108
3.4.7 SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS .................................................................. 115
3.5 LOCAL ECONOMIC AND SOCIAL DEVELOPMENT ANALYSIS ................................................. 116
3.5.1 LOCAL ECONOMY ........................................................................................................................ 116
3.5.2 SOCIAL DEVELOPMENT ANALYSIS ................................................................................................... 119
3.5.3 SOCIAL DEVELOPMENT: SWOT ANALYSIS ....................................................................................... 124
3.6 MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT ANALYSIS ........................................................ 125
3.6.1 CAPABILITY OF THE MUNICIPALITY TO EXECUTE CAPITAL PROJECTS ...................................................... 125
3.6.2 FREE BASIC SERVICES ................................................................................................................... 125
3.6.3 REVENUE RISING STRATEGIES ........................................................................................................ 125
3.6.4 MUNICIPAL CONSUMER DEBT POSITION ......................................................................................... 126
3.6.5 GRANTS AND SUBSIDIES ................................................................................................................ 126
3.6.6 ASSETS MANAGEMENT STRATEGIES ................................................................................................ 128
3.7 GOOD GOVERNANCE & PUBLIC PARTICIPATION ................................................................ 128
3.7.1 GOOD GOVERNANCE .............................................................................................................. 128
3.7.2 MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT .................................. 130
3.8 COMBINED SWOT ANALYSIS............................................................................................. 136
3.9 KEY DEVELOPMENT CHALLENGES ..................................................................................... 136
4 VISION, OBJECTIVES AND OBJECTIVES ................................................................................. 138
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4.1 STRATEGIC LINK WITH THE PROVINCIAL DEVELOPMENT STRATEGY ................................................... 138
4.2 MUNICIPAL VISION AND MISSION ............................................................................................ 138
4.2.1 DEVELOPMENT VISION ................................................................................................................. 138
4.2.2 MISSION STATEMENT ................................................................................................................... 139
4.3 DEVELOPMENT GOALS .......................................................................................................... 139
4.4 DEVELOPMENT OBJECTIVES .................................................................................................... 140
4.5 STRATEGIES AND PERFORMANCE TARGETS ................................................................................. 142
5 IMPLEMENTATION PLAN .................................................................................................... 152
5.1 STRATEGIC MAPPING ....................................................................................................... 152
5.1.1 DESIRED SPATIAL OUTCOMES ........................................................................................................ 152
5.1.2 DESIRED SPATIAL FORM AND LAND USE .......................................................................................... 153
5.1.3 SPATIAL RECONSTRUCTION AND STRATEGIC INTERVENTION AREAS ...................................................... 154
5.2 5 YEAR STRATEGIC PLAN .................................................................................................. 158
5.3 CAPITAL PROJECTS ............................................................................................................... 165
5.3.1 PROJECT LIST .............................................................................................................................. 169
6 FINANCIAL PLAN ................................................................................................................. 181
6.1 INTRODUCTION ................................................................................................................... 181
6.2 FINANCIAL PLANNING ........................................................................................................... 181
6.2.1 FINANCIAL ARRANGEMENTS .......................................................................................................... 182
6.2.2 CURRENT BUDGET ANALYSIS ......................................................................................................... 183
6.2.3 MUNICIPAL OPERATING BUDGET ................................................................................................... 185
6.2.4 CAPITAL AND OPERATING BUDGET PER DEPARTMENT ....................................................................... 188
6.2.5 FINANCIAL STRATEGIES ................................................................................................................. 205
6.2.6 POLICY DEVELOPMENT AND REFINEMENT STRATEGIES ....................................................................... 206
6.2.7 KEY SUPPORT PROGRAMMES ........................................................................................................ 207
7 SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) ..................................... 199
ORGANIZATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM (OPMS) .............. 8-9
8.1 BENEFIT OF AN ORGANISATIONAL PMS ........................................................................... 8-10
8.2 ORGANISATIONAL PERFORMANCE REPORTS .................................................... 8-10
8.3 CUSTOMER SATISFACTION SURVEY ............................................................................... 8-11
8.3 STAFF SURVEY .......................................................................................................... 8-11
8.4 ANNUAL REPORT ........................................................................................................... 8-12
9 DISASTER MANAGEMENT PLAN AND POLICY ...................................................................... 9-16
10 SPATIAL DEVELOPMENT FRAMEWORK………………………………………………………………………………..236
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LIST OF TABLES
Table 1: Land Use and Area coverage in Dannhauser Municipal Area ................................................................. 44
Table 2: Status of Land Claims .............................................................................................................................. 76
Table 3: Disaster Management Across there Spheres of Government ................................................................ 94
Table 4: Directorates ............................................................................................................................................ 98
Table 5: Agro-processing industries in Dannhauser ........................................................................................... 116
Table 6: Strategic and Performance Targets ...................................................................................................... 142
Table 7: Project List ............................................................................................................................................ 169
Table 8: Municipal Draft Operating Budget ........................................................................................................ 185
Table 9: Draft Total Operating & Capital Budget per Department ..................................................................... 190
Table 11: Five-Year Capital Investment Plan per Capital Expenditure Category ................................................ 195
Table 12: Detailed Capital Budget ...................................................................................................................... 196
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LIST OF FIGURES
Figure 1: Population ............................................................................................................................................. 29
Figure 2: Population Growth ................................................................................................................................ 29
Figure 3: Average Household Size ........................................................................................................................ 30
Figure 4: Dependency Ratio .................................................................................................................................. 35
Figure 5: Municipal Organogram ........................................................................................................................ 101
Figure 6: SWOT Analysis: KPA - Basic Service Delivery & Infrastructure Investment ......................................... 115
Figure 7: Map showing Social Facilities .............................................................................................................. 122
Figure 8: Operating Expenditure ........................................................................................................................ 184
Figure 9: Total Operating & Capital Budget per Department ............................................................................. 188
Figure 10: Key Performance Area ....................................................................................................................... 192
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | EXECUTIVE SUMMARY/INTRODUCTION
March 2013
SECTION A:
EXECUTIVE SUMMARY
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1 EXECUTIVE SUMMARY/INTRODUCTION
1.1 PURPOSE
This document presents the second review of the third generation Integrated
Development Plan for Dannhauser Municipality in Amajuba District. It is prepared
in accordance with the requirements of Chapter 5, particularly Section 25 of the
Local Government Municipal Systems Act (32 of 2000), which states that “a
municipal council must, within a prescribed period after the start of its elected
term, adopt a single, all inclusive and strategic plan for the development of the
municipality”. The IDP is reviewed annually to take into account progress made
with the implementation of projects, comments received and changes priorities. It
outlines a development agenda for the municipality for the next five years.
Dannhauser Municipality Integrated Development Plan serves as an instrument to
consolidate municipal wide planning process that provides a framework for the
future planning of development in a municipality and effect vertical and horizontal
co-ordination and integration across the three spheres of government. It guides
and informs all planning, budgeting, management and decision-making in a
municipality.
Given its legal status, this IDP supersedes all other plans that guide development at
municipal level. As per the provisions of the Municipal Systems Act, this IDP must
have amongst others, the following core elements for it to conform to the
credibility framework in terms of compliance:
o Long term development vision of the Municipality
o An assessment of the existing level of municipal development with identification of the
need for basic municipal services
o The municipality’s development priorities and goals for its elected term
o The municipality’s development strategies which must be aligned with national and
provincial sectoral plans and planning requirements
o A spatial development framework which must focus on provision of clear guidelines for
a land-use management system
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o A financial plan to include budget forecast for at least three years, key performance
indicators and performance targets.
1.2 INTRODUCTION TO DANNHAUSER MUNICIPALITY
Dannhauser is named after an old farming family that lived in the area.
Dannhauser is one of three local municipalities within the Amajuba District
Municipality and covers an area of approximately 1516 square kilometres. It is the
smallest municipality within the District Municipality. Main towns are Dannhauser,
Hattingspruit, Inverness, Kilegethe, Klipbank, Milford, Normandien, Nyanyadu,
Rutland, Tendeka, Witteklip.
The town of Dannhauser is located midway between Durban and Johannesburg on
the main railway line, about eight kilometres off the national road between the
two cities. Some of the largest coal-producing mines in KwaZulu-Natal surround it.
Numerous rivers flow through the municipal area, the most important being the
Ngagane and uMzinyathi Rivers and there are scenic landscapes in the western
portion of the municipality.
The population of the District is currently estimated to be 102 161 people (Census
2011). Population densities are highest in the Traditional Authority Areas in the
north-eastern portion of the municipal area and in the town of Dannhauser itself.
Dannhauser functions as a small rural service centre (providing commercial and
service facilities and agricultural industries and services), and is not a large
employment generator. Residents of the municipal area rely on the larger urban
centres of Dundee and Newcastle for employment opportunities and higher order
goods and services.
1.3 IDP REVIEW PROCESS
Public Participation Plan has been developed; Council approved the Public
Participation Plan and Policy during the month of September 2012. During the
current review the following was used for consultation with the broader
stakeholders, this process involves a broader consultation with community
structures, traditional council structures, business community structures, Ward
Committees and CDW’s. This process allows a fair consultation with every
stakeholders and it further strengthened communication between the municipality
and the general stakeholders. During the IDP Review Process, the municipality is
undertaking 2 processes of the Road shows, first round is held between November
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and December of each financial year and second round is held between April and
May. There has been an improvement in the consultation process and the
stakeholders have been fairly engaged, and inputs from the stakeholders have
been incorporated in this process. The other means of public participation that the
municipality are Ward Constituency Meetings, which are held on a quarterly basis,
Ward Committees other significant mechanism, social media system like Facebook,
SMS system, complaint register system. During Ward Constituency and IDP/Budget
Roadshows Sector Departments and Traditional Leadership Councils are
participating.
1.4 KEY DEVELOPMENT CHALLENGES
The municipality is formerly a mine town and also depending on Agriculture as a
key sector, and the closure of mines increase the rates of unemployment and
poverty.
Limited Revenue for funding development activities
Capacity Challenge, there is high turnover staff particularly finance department.
Land issue not resolve due to that it minimise opportunity for development and
further do not allow the municipality to grow and align it with the surrounding
municipalities.
The other challenge which is greatest challenge to the development is the revenue,
currently the municipality is highly depending on grants from National and
Provincial Government, however there is income which the municipality generates
from the Rates, Refuse Collection, Traffic Fines, and Licencing, and other services.
Though the municipality had implemented the MPRA it is has not make any
improvement to improve income for ensuring that service delivery.
Private Sector contribution to development is a challenge which minimise the
constant growth in development and sustainability to the existing infrastructure.
1.5 LONG TERM VISION AND MISSION
VISION:
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“By 2021, dannhauser municipality will be financially viable to the extent allowing
for provision of all municipal basic services, supported by its transformed staff
establishment; a viable economy; attractive living environment, reasonable job
opportunities and agricultural development which all creates a better life for all
dannhauser citizens.”
MISSION:
“Dannhauser Municipality will utilize limited and available resources to achieve
reasonable financial capacity for eradication of basic services backlogs, through
creation of an enabling environment, with special emphasis on agriculture, mining
and industrial development.”
1.6 DEVELOPMENT STRATEGY
PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
B
ASI
C S
ERV
ICE
DEL
IVER
Y:
RO
AD
S EL
ECT
RIC
ITY
Full MIG utilization; Identification of roads to be done
by the District Municipality;
Construction of the 80km of access (rural) roads to all identified11wards
Engagement with DOE and ESKOM on achievement of universal access;
Submission of the balance of households to the said two stakeholders;
Electrification of unelectrified households in the Dannhauser area between 2012 and 2013 and submission no later than June 2012
Calculation of current allocation through Amajuba District Municipality against the intention of drafting new business plans for additional funding;
Provision of sanitation to all Dannhauser households as per ward based information from 2011 to 2014
Make full and final internal funding allocation and/ or;
Filing an application for funding with DOE;
Provision of alternative energy to all deep rural households in Dannhauser by 2015
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Verification of current water reticulation program from Amajuba District Municipality;
Filing an application for funding with office of the Premier and relevant departments to speed up water provision to all;
Provision of water to all Dannhauser households by 2016
A minimum of one road per annum;
Lobbying for additional funding with Provincial government or other agencies;
Rehabilitate and construct the key urban roads up to an acceptable standard by 2016
P
UB
LIC
AM
ENIT
IES
AN
D F
AC
ILIT
IES
o Utilization 2012/13 relevant
professional fees for ward 6 Preparation of a business plan for
ward 2 hall Identification of ward 2 hall site
and execution of planning and development processes.
Build community halls in ward2 and ward6
Regular engagement with office of the Premier on funding due to the Municipality
Filling an application for funding with agencies including National lotteries Board
Provision of child care facilities in all 11wards
Submission of a business plan to the relevant authority for MIG.
Early identification of a site Execution of development
planning processes
Building of taxi rank with hawkers shelters
Setting internal budget aside for the project
Site identification Conclusion of a CBD plan for
alignment purposes
Provision of recreation facility (park) in ward2
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Conclusion of a CBD plan for planned development
Invitation of developers and screening to assess capability
Facilitation for the construction of the mall in Dannhauser
Submission of the project to the department of education
Building a primary school in ward 5 and 1
Building a high school in ward 2
Facilitation for the building of primary and high schools in ward1, 2, and ward 5
Early identification of land Internal budget allocation and/or Application for funding from
relevant agencies
Provision of market facility in ward 2
Early identification of land Internal budget allocation and/or Application for funding from
relevant agencies
Provision of nursery in ward 2
Identification of land by Councilors Acceptance of relevant consents
from owners or Ingonyama Trust Internal budget allocation and/or
application for funding from the agencies
Provision of sport fields in all 11wards
Speedy construction Early appointment of relevant
contractors Continuous MIG allocation
Construction of Durnacol sports complex
Municipal financial viability Adoption of a comprehensive debt
collection policy Implementation of the said policy Regular reporting to EXCO
Ensuring that monies that are owed to the municipality are collected, (rates, taxes, traffic fines and other services that are collected)
Filling of all vacant positions with qualified personnel
Early requisition of advertisement of the posts by the department
Ensuring that the finance department is provided with necessary employees for effective running of the department
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Commissioning of a cleansing project
Allocation of cleansing under MSIG
Ensure that the cleansing of data base is undertaken for updating particulars clients and that all clients are registered and billed in terms of property act requires.
Public participation and good governance
Timely reporting to Treasury; Provincial and National state departments
Reporting to EXCO and Council Reporting on compliance levels
covering all compliance matters
Ensure that statutory reports are prepared and submitted to the relevant committees and other authorities as per legislative requirements
Monthly submission of section 71 and 72 reports to EXCO or Council
Ensure that the section 71 and 72 reports are prepared and submitted to relevant structures (exco, council, national treasury and provincial treasury) as per legislation requires
Ensure sitting of audit committee Monitor shared service issues Ensure presentation of audit
committee matters by its chairperson before council
Ensure that the audit committees executes its duties in terms of oversight
Utilization of external service providers for effectiveness and efficiency
Continuous commitment of internal audit committee
Ensure that the internal audit unit functions accordingly and is appointed
Early replacement or filling of vacancies
Regular sittings as per the schedule of meetings
Ensure that ward committees are established and functional
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Budget allocation for sittings Provision of adequate technical
support to the office of the Speaker
Ensure that the constituency meetings are held quarterly in all wards
Quarterly report on sitting of portfolio committees
Nomination of resource officials for committees
Ensure that the portfolio committee meetings are held as per council annual schedule
Regular monitoring of compliance Reporting on key items like
absenteeism
Ensure that standing rules of order is reviewed and implemented
Standing item on ward committees in EXCO agenda
Submission of a detailed report for discussion
Ensure that the ward committee reports are submitted to EXCO and council for discussion and implementation
Preparation of monthly financial statements
Submission of monthly statements to EXCO
Finalization of AFS on second week of August
Ensure that 2012/2013 annual financial statements are prepared and submitted to Auditor General by 31 august 2013
Preparation of draft performance report at the end of June
Ensure that the 2012/2013 annual performance report is prepared and submitted together with the annual financial statements by 31 august 2013
Preparation of relevant schedule Provision of technical support to
the Mayor and Speaker Allocation of public participation
resources
Ensure that the public participation process are undertaken as legislation requires
LOC
AL
ECO
NO
MIC
D
EVEL
OP
MEN
T
Forming Municipal Community partnership
Allocation of resources to formalize; train and register co operatives
Ensure that cooperatives are established and are utilized and functional
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Commitment of an analysis on best method for public engagement
Ensure that the project for the farm is linked with the LED initiatives and functional
Continuous assessment of current initiatives against outcomes
Ensure that bankable business plans for anchor projects are prepared and prioritised by Exco and led forum
Adoption of a schedule of meetings of LED forum
Consideration of LED as key driver of economy
Provision for LED in budget allocations
Ensure that led forum and other committees are held for coordination and input on LED matters
Synergy between LED and job creation with visible benefits and spin-offs
Ensure that job creation activities are aligned with LED interventions
Mobilization of investors Rehabilitation of the industrial
area Adoption of investment friendly
financial policies and bylaws
Ensure that the municipality facilitates the attraction of investors for Dannhauser area and for district economic growth
Contributions through SLPs and other ways by mining industry
Mobilization of regular social commitments by private sector on priority service delivery issues
To ensure a strong public, private partnership in order to address
Spatial development and environmental
Recruitment of technical support for LUMS
Enforcement of alignment between SDF and LUMS through bylaws
Finalization of LUMS Submission LUMS to council for
adoption Public consultation and final
adoption
Ensure that the spatial development framework is prepared and aligned with LUMS
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Introduction of LUMS bylaws to traditional leadership; Ingonyama Trust and other land owners
Ensure that land use management system is approved by council and consultation with stakeholders
Recruitment of bylaw implementers
Mobilization of all implementation resources
Ensure that the municipality consult and engaged land owners and traditional leadership on the usage of land
Ensure that the municipality implement the LUMS as per council resolution
1.7 OUTCOMES AND DELIVERABLES
1.8 PERFORMANCE MEASUREMENT
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SECTION B:
PLANNING AND DEVELOPMENT
PRINCIPLES
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2 PLANNING PRINCIPLES & GOVERNMENT POLICIES AND PIMPERATIVES
2.1 PLANNING AND DEVELOPMENT PRINCIPLES
The following principles are derived from various development and planning
policies/pieces of legislation and are adapted from the schedule provided by
COGTA. They are adopted as overarching concerns and will guide implementation
of the IDP in Dannhauser Municipality.
2.1.1 DFA PRINCIPLES
The following principles are derived from the Development and facilitation Act:
o Balance between urban and rural land development in support of each other (DFA
Principles)
o The discouragement of urban sprawl by encouraging settlement at existing and
proposed nodes and settlement corridors, whilst also promoting densification. Future
settlement and economic development opportunities should be channeled into activity
corridors and nodes that are adjacent to or that link the main growth centers (DFA
Principles)
o The direction of new development towards logical infill areas (DFA Principles)
o Compact urban form is desirable (DFA Principles)
o Development should be within limited resources (financial, institutional and physical).
Development must optimise the use of existing resources and infrastructure in a
sustainable manner (DFA Principles, CRDP, National Strategy on Sustainable
Development).
2.1.2 NATIONAL SPATIAL DEVELOPMENT PLAN
The following principles are derived from the Development and facilitation Act:
o Development/investment must only happen in locations that are sustainable (NSDP)
o Stimulate and reinforce cross boundary linkages.
o Basic services (water, sanitation, access and energy) must be provided to all households
(NSDP)
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o Development / investment should be focused on localities of economic growth and/or
economic potential (NSDP)
o In localities with low demonstrated economic potential, development / investment must
concentrate primarily on human capital development by providing education and
training, social transfers such as grants and poverty-relief programmes (NSDP).
2.1.3 COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME
The following principles are derived from the Comprehensive Development programme
(CRDP):
o Land development procedures must include provisions that accommodate access to
secure tenure (CRDP)
o Prime and unique agricultural land, the environment and other protected lands must be
protected and land must be safely utilized
o Engagement with stakeholder representatives on policy, planning and implementation
at national, sectoral and local levels is central to achieving coherent and effective
planning and development.
2.1.4 BREAKING NEW GROUND
The following principles are derived from the Breaking New Ground:
o If there is a need to low-income housing, it must be provided in close proximity to areas
of opportunity (“Breaking New Ground”: from Housing to Sustainable Human
Settlements)
o Densification:
o Mixed land use developments:
o During planning processes and subsequent development, the reduction of resource use,
as well as the carbon intensity of the economy, must be promoted (National Strategy on
Sustainable Development)
2.1.5 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY
The following principles are derived from the Provincial Growth and Development Strategy:
o Environmentally responsible behavior must be promoted through incentives and
disincentives (National Strategy on Sustainable Development, KZN PGDS).
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o The principle of self-sufficiency must be promoted. Development must be located in a
way that reduces the need to travel, especially by car and enables people as far as
possible to meet their need locally. Furthermore, the principle is underpinned by an
assessment of each areas unique competencies towards its own self-reliance and need
to consider the environment, human skills, infrastructure and capital available to a
specific area and how it could contribute to increase its self-sufficiency (KZN PGDS)
o Planning and subsequent development must strive to provide the highest level of
accessibility to resources, services and opportunities (KZN PGDS)
2.2 GOVERNMENT POLICIES AND IMPERATIVES
2.2.1 THE CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA
Chapter 7 of the Constitution of the Republic of South Africa provides the primary legislative
framework for the establishment of local government structures. Section 152 (1) lists the
local government objectives as follows:
o To provide democratic and accountable government for local communities;
o To ensure the provision of services to communities in a sustainable manner;
o To promote social and economic development;
o To promote a safe and healthy environment; and
o To encourage the involvement of communities and community organizations in the
matters of local government.
As such, these are the primary objectives of Dannhauser Municipality as a local government
structure. As stipulated in Section 152 (2) the municipality will strive, within its financial and
administrative capacity, to achieve the objects set out in subsection (1). The powers and
functions allocated to the municipality as opposed to the other spheres of government in
this regard are stipulated in Part B of Schedule 4 and Part B of Schedule 5 of the
Constitution.
2.2.2 NATIONAL DEVELOPMENT VISION
The national development vision is outlined in various national government policy
documents, and been consolidated into a National Development Plan (NDP) under the
stewardship of the National Planning Commission (NPC). Principal among these is the New
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Growth Path which seeks to create five million jobs by 2020, through focusing on areas that
have potential for creating employment on a large scale, referred to as ‘job drivers’, that is:
o infrastructure;
o main economic sectors (agricultural and mining value chains, manufacturing and
services);
o new opportunities in the knowledge and green economies;
o social capital and public service; and
o spatial development that foster rural development and regional integration.
The New Growth Path provides the Dannhauser Municipality with a framework to set own
targets in terms of poverty alleviation, inequality and employment creation. These targets
will be the beginning of a process towards social and economic development and making a
meaningful contribution to the improvement of the quality of life for those living and or
working in the area.
The NDP (Vision 2030), recognizes progress made by the state to address issues such as
poverty, inequality and underdevelopment, and acknowledges that many people still live
below or close to poverty datum line. While fixing these problems will take time, the Vision
2030 advocates for a shift from passive citizenry to an approach where government works
effectively to develop people’s capabilities to lead the lives they desire. It identifies drivers
of change (both external and internal), and seeks to put the country on a development path
that:
o Create jobs and support livelihoods.
o Expand infrastructure.
o Supports transition to a low carbon economy.
o Transforms urban and rural spaces and building integrated rural economies.
o Improves education and training.
o Builds a capable state.
o Fights corruption and enhances accountability.
o Transforms society and unites the nation.
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Without overburdening Dannhauser Municipality IDP, integration of programmes designed
to address these issues into the municipal strategic planning and service delivery initiatives
is critical.
2.2.3 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY
The PGDS is a vehicle to address the legacies of the apartheid space economy, to
promote sustainable development and to ensure poverty eradication and
employment creation.
The PGDS offers a tool through which national government can direct and
articulate its strategy and similarly for local government to reflect the necessary
human, financial and fiscal support it needs to achieve these outcomes. It
facilitates proper coordination between different spheres of government and aims
to prevent provincial departments from acting out of concert with local
municipalities. It enables intergovernmental alignment and guides activities of
various role players and agencies (provincial sector departments, parastatals,
district and municipalities). The PGDS will enhance service delivery.
It is a framework for public and private sector investment, indicating areas of
opportunities and development priorities. It addresses key issues of
implementation blockages whilst providing strategic direction.
The PGDS on the one hand involves preparing policies, strategies and guidelines
and on the other hand it involves preparing mechanisms to align and facilitate the
implementation, monitoring and evaluation of key growth and development
priorities.
2.2.4 OUTCOME BASED APPROACH
The MEC Letter emphasised that the 3rd IDP generation should be drafted in
accordance to the outcome based approach which is to be in line with the
Programme of Action (POA) of the 2009-National Administration, an
outcomes based approach was adopted by Cabinet. This resulted in twelve
outcomes approved by the Cabinet to address the main strategic priorities of the
government. Every outcome has a set of measurable outputs and clear targets.
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These outputs are to be the strategic focus of all spheres of government between
2011 and 2014. Based on the 12 outcomes, the President signed Performance
Agreements with each minister, which in return signed with their respective MECs
and Mayors.
In view of the above, all spheres of government are expected to develop and
produce strategic plans that will reflect the outcomes-based approach, so as to
prepare for the realisation and commitment of the outcomes based approach.
Provincial Departments of Local Government and Municipalities are guided by
Outcome 9 and will be monitored on the performance of the 7 outputs of outcome
9, which are:
o Output 1: Implement a differentiated approach to municipal financing, planning and
support;
o Output 2: Improving access to basic services;
o Output 3: Implementation of the Community Work Programme;
o Output 4: Actions supportive of the human settlement outcome;
o Output 5: Deepen democracy through a refined Ward Committee model;
o Output 6: Administrative and financial capability; and
o Output 7: A single window of coordination.
2.2.5 LOCAL GOVERNMENT TURNAROUND STRATEGY
An evaluation of a range of issues impacting on the delivery of services at local government
level was conducted by the department of Cooperative Government and Traditional Affairs
towards the end of 2009. This process uncovered a range of areas where municipalities
requires support in order to be able to perform their functions efficiently. The process
further noted that an ideal municipality will strive to contribute to building the
Developmental State in South Africa and draw from the constitutional and legal framework
established. It further noted that an ideal municipality would:
o Provide democratic and accountable government for local communities
o Be responsive to the needs of the local community
o Ensure the provision of services to communities in a sustainable manner
o Promote social and economic development
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o Promote a safe and healthy environment
o Encourage the involvement of communities and community organisations in the matters
of local government
o Facilitate a culture of public service and accountability amongst its staff
o Assign clear responsibilities for the management and co-ordination of these
administrative units and mechanisms.
The outcomes of meeting these objectives as identified by the strategy include:
o The provision of household infrastructure and services
o The creation of liveable, integrated and inclusive cities, towns and rural areas
o Local economic development.
o Community empowerment and distribution.
These outcomes should create a healthy local environment in which vulnerable groups are
supported and protected. It should also mitigate the growing social distance between
government and communities. This sets the benchmark for the turnaround strategy.
Municipalities must aspire to deliver on these outcomes. The rest of the state and society
must ensure that there is an enabling environment and proper support for municipalities to
deliver effectively.
2.2.6 MUNICIPAL STRUCTURES ACT
The Municipal Structures Act was developed to provide for the establishment of
municipalities in accordance with the requirements relating to categories and types of
municipality. The Act:
o introduces criteria for determining the category of municipality to be established in an
area;
o defines the types of municipality that may be established within each category;
o provides for an appropriate division of functions and powers between categories of
municipality;
o regulates the internal systems, structures and office-bearers of municipalities; to provide
for appropriate electoral systems; and
o provide for matters in connection therewith. Of importance in the context of this
legislation is the Co-operation between district and local municipalities.
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2.2.7 MUNICIPAL SYSTEMS ACT
The Municipal Systems Act (MSA), (Act No. 32 of 2000) plays a crucial role in the preparation
of IDPs; Chapter 5 of the Municipal Systems Act specifies that each municipal council must,
within a prescribed period after the start of its elected term, adopt a single, inclusive and
strategic plan for the development of the municipality, which:
o Links, integrates and co-ordinates plans and takes into account proposals for the
development of the municipality;
o Aligns the resources and capacity of the municipality with the implementation of the
IDP;
o Forms the policy framework and general basis on which annual budgets must be based;
and
o Is compatible with national and provincial development plans and planning
requirements binding on the municipality in terms of the legislation.
The Act also requires municipality’s to review the IDP annually.
2.2.8 MUNICIPAL FINANCE MANAGEMENT ACT (MFMA)
Section 21 of the MFMA stipulates that the mayor of a municipality must coordinate the
processes towards the preparation/review of the IDP and preparation of an annual budget
so as to ensure that the tabled budget and the integrated development plan mutually
consistent and credible. At least 10 months before the start of the budget year, table in the
municipal council a time schedule outlining key deadlines for :–
o The preparation, tabling and approval of the annual budget;
o The annual review of the integrated development plan in terms of section 34 of the
Municipal Systems Act; and the budget related policies
o The tabling and adoption of any amendments to the integrated development plan and
budget related policies; and
o Any consultative processes forming part of the processes referred to above.
2.2.9 INTERGOVERNMENTAL RELATIONS FRAMEWORK ACT (IGR)
The Act was promulgated to establish a framework for the national government, provincial
governments and local governments in order to ensure amongst other things:
o promotion and facilitation of intergovernmental relations;
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o Provision for mechanisms and procedures to facilitate the settlement of
intergovernmental disputes; and
o Provision for matters connected therewith.
The objective of the Act is based on the principle of co-operative governance as set out in
Chapter 3 of the Constitution. The Act also aims to facilitate co-ordination in the
implementation of policy and legislation including:
o Coherent government;
o Effective provision of services;
o Monitoring implementation of policy and legislation; and Realization of national
priorities.
2.2.10 THE MILLENNIUM DEVELOPMENT GOALS (2015)
Following are the Millennium Development Goals that are to be achieved between 1990 and
2015:
o Halving extreme poverty and hunger;
o Achieving universal primary education;
o Promoting gender equality;
o Reducing under-five mortality by two-thirds;
o Reducing maternal mortality by three-quarters;
o Reversing the spread of HIV/AIDS, malaria and TB;
o Ensuring environmental sustainability;
o Developing a global partnership for development, with targets for aid, trade and debt
relief;
In addressing these development goals the municipality has or will embark on
various poverty eradication programmes. These programmes include amongst
others the Operation Sukuma Sakhe, the development of the Local Economic
Development Plan and Tourism Plan. These plans are to assist in the identification
of economic opportunities within Dannhauser thereby unlocking job opportunities.
2.2.11 STATE OF THE NATION ADDRESS
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The municipality had focused the key issues raised praised by the President on the
previous SONA, where issues of Unemployment, Inequality, Poverty, Infrastructure
Development were emphasised.
Unemployment the municipality had initiated the programme for Municipal
Zibambele, and also implemented the CWP as per COGTA. The municipality also
implement EPWP as per MIG Programmes, and over an above that the municipality
has initiated programme for employing local people on Community Services
related functions where people are employed for a period of 3 to 6months.
All Wards are benefiting in the programme.
Currently the municipality had purchased the farm for job creation purpose.
The municipality intends to spend more resources on Rural Development and Job
Creation respectively.
2.3 THE IDP FRAMEWORK AND PROCESS PLAN
Representative Forum
The representative forum will meet as follows and deal with the following issues:
DATES OF IDP REPRESENTATIVE FORUM AND PUBLIC
CONSULTATION MEETINGS
30 August 2012 –
IDPRF Meetings The provision of feedback on the status quo and strategic
framework components of the IDP; (Process Plan)
Presentation of the Sector Plans
28 August 2012-Ward
Committees & CDW’s
12 -16 November
2012 - Meeting all 11
Wards
The provision of feedback on the status quo and strategic
framework components of the IDP;
Submission of Capital Projects and Report on; and
First Quarter Report
02 October -07
October 2012-Ward
Constituency Meetings
First Quarter Reports to all 11 Wards
29 January -03
February 2013-Ward
Constituency Meetings
Second Quarter Reports to all 11 Wards
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26 March 2013-
IDPRF Meeting Presentation of the draft IDP and Budget ahead of the public
participation process.
Presentation of the PMS quarterly report.
Sector Plans
12April -17 April
2013- IDP/Budget
Road shows
to all stakeholders as prescribed by the legislation
(Communities, Ward Committees, Business Representatives,
and other structures
6 – 11 May 2013 -
Ward Constituency
Meetings
Third Quarter report to all 11 wards
23 April 2013 –
IDPRF MEETING Feedback on comments received during the 21 day advert period
on the Budget and IDP as well as the public participation process
and suggested ways of addressing these issues.
Recommendation by the IDP RF for the adoption of the IDP by
Council.
DATES OF IDP AND BUDGET EVENTS
EVENTS DATES
Preparations of Budget and IDP 2 July 2012
Commencement of the process for the
compilation of the 2012/13 Budget/IDP
Process Plan
6 July 2012
Adoption of 2012/2013 SDBIP 11 July 2012
Submission of the Draft Process Plan to
MANCO for discussion
04 July 2012
Submission of the Draft Process Plan to
EXCO for discussion and consideration
11 July 2012
Commencement on the process for Review
and finalization of the Spatial Development
Framework
12 July 2012
Advertising of Process Plan for public
participation
18 July- 15 August 2012
Submission of the of the 2012/13 Draft
Process Plan to Ward Committees and
CDW’s
28 August 2012
First IDP Representative Forum 30 August 2012
Submission of the 2012/13 Draft Process
Plan to Council adoption
06 September 2012
Finance Steering Committee 13 September 2012
IDP Steering Committee 20 September 2012
IDP RF Meeting in all 11 Wards 12- 16 November 2012
MANCO Scrutinizing of the Public
Comments on the inputs made during the 1st
26 November 2012
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Round of the IDP/Budget Road shows
Municipal Submission of the Public
Comments to EXCO for scrutiny and
recommendation
05 December 2012
EXCO Submission of the Public Comments
to Council for scrutiny and recommendation
15 January 2013
Commencement of the Budget Adjustment
Process
16 January 2013
Submission of the Status Quo of the Sector
Plans by the Departments to the Municipal
Manager
17 January 2013
Submission of the Adjustment Budget by
the CFO to Municipal Manager
18 January 2013
IDP Steering Committee 21 January 2013
Finance Steering Committee 23 January 2013
Municipal Manager submission of the
2012/2013 Adjustment Budget EXCO
discussion and recommendation
24 January 2013
EXCO submission of the 2012/2013
Adjustment Budget to Council for
discussion and consideration
30January 2013
Departments submission of the Capital and
Operational inputs for 2012/2013 Budget
04 February 2013
MANCO discussing the Budget input and
alignment with IDP Priorities
04 February 2013
IDP Steering Committee 14 February 2013
Submission of the IDP Draft Priorities, to
EXCO for discussion and consideration
20 February 2013
EXCO submission of the IDP Draft
Priorities Council for discussion and
consideration
06 February 2013
Commencement of the 2013/2014 Budget
compilation process
07 February 2013
Municipal Manager Submission of the
2013/2014 Draft Budget to EXCO for
discussion and input
06 March 2013
Approval of the SDF by Council 13 March 2013
EXCO submission of the 2013/2014 Draft
Budget to Council for discussion and input
20 March 2013
Mayor submission of the 2013/2014 Draft
IDP/Budget to Ward Committees and
CDW’S for discussion and input
25 March 2013
IDPRF Meeting for submission of the
2013/2014 Draft Budget and IDP Review
26 March 2013
EXCO Meeting for consideration of the
2013/2014 Draft Budget and IDP Review
19 March 2013
Submission of the 2013/2014 Draft Budget
and IDP Review for adoption
27 March 2013
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Submission of 2013/2014 Draft Budget and
IDP Review to DPLG, Corporate
Governance and Traditional Affairs,
Provincial Treasury and National Treasury
28 March 2013
Advertising of the 2013/2014 Draft Budget
and IDP Review for public scrutiny (21
days)
28 March- 26 April 2013
Traditional Leadership and Land Owners
Session (Presentation of 2013/14 Draft
Budget and IDP)
10 April 2013
Business Community and others
stakeholders (Presentation of 2013/14 Draft
Budget and IDP Review)
10 April 2013
Public Participation Process (Presentation
of 2013/14 Draft Budget, PMS and IDP)
12 April – 17 April 2013
MANCO Scrutinising the Public Comments
on IDP Review and Budget
23 April 2013
EXCO Scrutinising the Public Comments
and MANCO recommendation to EXCO on
IDP Review, PMS and Budget
09 May 2013
EXCO submission of the Public Comments
to Council on 2013/2014 Draft Budget and
IDP Review and discussion of MANCO
recommendation
14 May 2013
Finance Steering Committee 21 May 2013
Third IDP Representative Forum
Submission of 2013/14 Draft Budget, PMS
and IDP
22 May 2013
EXCO Meeting discussing and recommend
to Council for approval of the 2013/2014
Draft IDP Review, PMS and Budget
23 May 2013
Council meeting approval of 2013/14
Budget, PMS and IDP Review
29 May 2013
IDP Steering Committee 12 June 2013
Advertising of the 2013/2014 Budget, IDP
Review and PMS for public inspection
30 May -27 June 2013
Submission of 2013/14 IDP Review
Submit approved budget to Provincial
Treasury, DLGTA and National Treasury
and Amajuba District Municipality
08 July 2013
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2.4 CONSIDERATION OF MEC COMMENTS 2012/13
The MEC Comments were addressed as per letter to the Municipal Mayor, and in terms of the new format the
2013/2014 IDP Review had focused mostly on areas of development in the rural areas.
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | PLANNING PRINCIPLES & GOVERNMENT POLICIES AND PIMPERATIVES
March 2013
SECTION C:
CURRENT SITUATION
ANALYSIS
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3 CURRENT SITUATION ANALYSIS
3.1 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE
3.1.1 DEMOGRAPHIC INDICATORS
3.1.1.1 POPULATION DISTRIBUTION
The population of the Dannhauser Municipality was recorded at 102,161 people in
the year 2011 compared to a total of 102, 779 in 2001. The population is
distributed unevenly among the 11 municipal wards with some wards having more
people than others.
3.1.1.2 POPULATION GROWTH/DECLINE
In actual sense the population declined by 0.06% between 2001 and 2011. This
could be as a result of amongst others, outward migration where residents and/or
indigenous moving to neighbouring areas such as Newcastle and other
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neighbouring municipalities in search of greener pastures, or ill health or an
increase in mortality rate due to poverty and HIV/AIDS epidemic.
Source: Census 2011
If the negative growth persists it is likely to discourage or undermine development
in the area. The situation therefore warrants interventional measures that could
encourage people to remain or be attracted to stay in Dannhauser. Following
figures demonstrate the population growth and decline phenomena.
3.1.1.3 HOUSEHOLDS
Source: Census 2011
Figure 1: Population Figure 2: Population Growth
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The number of households in the municipal area slightly increased to 20, 439 in
2011 from 19, 320 in 2001. These households are predominantly rural settlements
and scattered households. The scattered households pose a great challenge in
providing basic services such as water, roads, electricity, etc. for the municipality.
3.1.1.4 AVERAGE HOUSEHOLD SIZE
The average household size for Dannhauser declined to 5 in 2011 from 5.3 in 2001.
The level is however higher than both the provincial and national levels. The
average household size for KZN Province and South Africa were 4 and 3.6
respectively.
Figure 3: Average Household Size
Source: Census 2011
Majority (50.7%) of the households in Dannhauser are female headed. This
reflection is reinforced by the prior analysis that showed that there are more
females than males in the municipal area, which may also mean that they are the
bread-winners. Interventions that will favour females to advance income levels to
sustain their families may be handy.
3.1.1.5 AGE STRUCTURE1
1 Census 2011
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Majority (56.7%) of the population in Dannhauser are between the age of 15 – 64
years, which is slightly lower compared to the KwaZulu Province (63.1%) and South
Africa (65.5%) on the same age bracket. This category of people is also considered
economically active (employed or unemployed) and is a source of labour pool.
Likewise, the age bracket also accommodates the youth age bracket and is socially
active. The municipality should consider this age bracket when making strategic
decisions. Youth empowerment programs and other programs that are likely to
create employment opportunities would be handy in curbing social and economic
challenges that come with this age category.
Source: Census 2011
Approximately 38.2% of the population are below the age of 15 years and 5% are
over 65 years. The population below the age of 15 is a crucial asset for the
municipality and the country at large since it’s the generation that the country will
rely on in driving the agenda of the nation forward. It is therefore very important
to build a strong foundation for this age structure. The municipality should thus
consider providing essential services such as playing lots, youth feeding schemes,
good schools, healthcare, and any other facilities that are important and can build
a healthy and educated generation. Likewise, pension points and any other public
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facilities if are lacking in the municipal area that the senior citizens can benefit
from should also be considered by the municipality in their strategic decisions. The
figure following demonstrate the age structure.
3.1.1.6 POPULATION STRUCTURE BY GENDER
The ratio of males to females in Dannhauser has not changed much since 2001. In
2011 there were 90 males in every 100 females. In other words, there are more
females than males in Dannhauser. However, this trend is similar across-board as
in the same year (i.e. 2011) KZN had 90.5 males in every 100 females whereas;
South Africa had 94.8 males in every 100 females. This could also translate to many
households being headed by females. Even though, this phenomenon in not
manmade, developments in the municipal area should consider developments that
will also favour women.
3.1.2 SOCIO-ECONOMIC PROFILE
3.1.2.1 EDUCATION LEVEL2
2 Census 2011
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Education plays an important role in economic development. Education provides
skilled labour that is key in producing goods and services in an economy. In 2011,
only 1.3% of the population in Dannhauser had a higher level of education and
approximately 25.3% had metric. People with no schooling declined to 8.9% in
2011 from 22.8% in 2001 which is possibly because of a higher level of primary
school enrolment that was experienced in the municipal area in 2011 as it recorded
at 94.5% in the same year. Ironically, primary school enrolment stood at 92.2% in
2011. It appears that many pupils drop out of school before they complete their
metric. Likewise, only a handful of those who finish matric pursue further studies.
It is important to address this challenge. There is a need to develop program that
will monitor or ensure that pupils that enrol in primary education are encouraged
to complete and pursue further with their studies. Addressing this challenge is
fundamental to creating a strong foundation to the municipal’s economic growth
and development. The diagrams following demonstrate the education levels:
3.1.2.2 EMPLOYMENT/UNEMPLOYMENT RATE
In 2011, approximately 47.6% of the population in Dannhauser was unemployed
out of which 58.2% was youth (i.e. 15-34 years). This is possibly due to the fact that
the municipal area does not have people who are employable due to lack of
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education/skills or because there are no jobs in the area due to lack of economic
activities in the municipal area.
High unemployment level particularly of the youth poses a challenge as they
become idle which makes them prone to indulge in social evils such as drug abuse,
crime, alcohol abuse, etc. Efforts should be made to curb down this challenge.
3.1.2.3 DEPENDENCY RATIO
The dependency ratio in Dannhauser municipal area declined from 82.6% in 2001
to 76.3% in 2011. However, the ratio is still higher compared to the other family
municipalities in the Amajuba District. For instance, in 2011, Newcastle recorded a
58% and Emadlangeni recorded a 69.3% dependency ratio. Compared to the
province and the country, Dannhauser’ dependency ratio was higher than both
KwaZulu Natal (58.5%) and South Africa (52.7%).
This high dependency ratio poses a great challenge for the municipality.
Interventional measures that could create employment opportunities can be a
positive start in curbing down this challenge. The diagram following depicts the
dependency ratio.
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Figure 4: Dependency Ratio
Source: Census 2011
3.1.2.4 HOUSEHOLD INCOME
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3.1.2.5 FORMAL DWELLINGS %
Source: Census 2011
Dannhauser experienced an increase in the number of formal dwellings over the
past 10 years. The number of formal dwellings was standing at 82.7% in 2011
compared to 66.7% in 2001. This shows that there is a great improvement in the
kind of house structures that are being erected in the municipal area. The situation
is an encouragement for the municipality to provide basic facilities such as water,
electricity, roads, etc. if the typologies allow.
3.1.2.6 HOUSING OWNED / PAYING OFF
Approximately 45.7 of the houses in the municipal area are owned or in the
process of being paid off. This is a record 30% increase of house-owners in the
municipal area as in 2001 only 35.1% owned houses/were paying off.
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3.1.2.7 FLUSHING TOILETS CONNECTED TO SEWERAGE
Source: Census 2011
Approximately 11.5% flush toilets were connected to sewerage in 2011. This is a
slight (0.6) improvement since 2001. If toilets are not connected to proper
sewerage then there is a chance of water contamination which could expose the
community to waterborne diseases.
3.1.2.8 WEEKLY REFUSE REMOVAL
Approximately 11.5% of the population in Dannhauser enjoy the weekly refuse
removal services. This is possibly because majority of the households are located in
the rural areas and are sparsely scattered hence making it difficult to offer these
services.
Source: Census 2011
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3.1.2.9 PIPED WATER INSIDE DWELLING
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By 2011, only 19.5% of the population in Dannhauser had piped water inside
dwelling. Even though there was an improvement, majority of the population still
does not have access to piped water, meaning that people use other sources such
as rivers, streams, etc. as source of their water. These types of water sources are
vulnerable to contamination that could lead to outbreak of water-borne diseases.
3.1.2.10 ELECTRICITY FOR LIGHTING
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Dannhauser Municipality became the first municipality in the country to electrify
all households within its area of jurisdiction. About 80.7% of the population within
the municipal area use electricity for lighting, cooking and heating. This analysis
show that majority of those people with electricity use it for lighting but does not
mean that majority of the population in the municipal area have access to
electricity.
3.2 SPATIAL ANALYSIS
3.2.1 REGIONAL CONTEXT
The Amajuba District Municipality (ADM) is located in the north-western corner of
KwaZulu-Natal. It is approximately 6 910 km² in size with Emadlangeni occupying
the largest area of 3 539 km2, Dannhauser some 1516km2 and Newcastle some 1
855 km2. Dannhauser accounts for only 21% of the district area and 20% of the
district population (Global insight data: 2008).
Although the district is peripherally located when viewed at a national and
provincial scale, it is well connected and enjoys a relatively high level of
accessibility within its spatial and economic functional region. N11, which is a
national trade and movement route linking KwaZulu-Natal with Mpumalanga and
Gauteng provinces, runs through the western part of the district while regional
connector distributor routes such as P483, R34 and others traverse the district in
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an east-west direction ensuring functional linkages with the surrounding towns
such as Ladysmith, Dundee and Vryheid.
The district is predominantly rural and dominated by extensive commercial
farmlands. Newcastle is the main urban centre and economic hub. Towns such as
Dannhauser and Utrecht serve as secondary service centres with limited
thresholds.
A continuum of settlements ranging from urban and high density areas of Osizweni
and Madadeni Townships through informal settlements in Johnston, Blaawbosch
and Cavan (JBC) to rural settlements forming part of Ubuhlebomzinyathi occur
mainly along the Buffalo River. A significant part of these settlements is located
within Dannhauser Municipality.
3.2.2 SETTLEMENT PATTERN
Dannhauser Municipality is predominantly rural in character with urban areas
limited to Dannhauser and surrounding areas that formed part of the coal mining
activities. Given the historical development of the area, it does not have an easily
discernible structure and settlement pattern. However, the following are key
features of the settlement pattern:
o Urban settlements located mainly around Dannhauser Town. These include Durnacol,
Hattingspruit, etc. The majority of these developed as part of the coal mining activities in
the area;
o Relatively dense peri-urban settlements stretching from east of Osizweni township in
Newcastle to the northern part of Dannhauser which include Mafahlwane, Emfundweni,
Mbabane, Hadebe and Zondo etc. Some of these settlements are located on Ingonyama
Trust land while others are on privately owned land. None of these has received any
form of spatial planning. The Spatial pattern reflects traditional land tenure rights and
uses allocation systems;
o Vast commercial farmlands populated at very low densities by commercial farmers and
farm dwellers. The latter includes duly recognized labour tenants;
o Settlements established because of the land reform program are Alcockspruit, Mossdale,
Elandsklip and Long lands. The majority of these settlements were designated in terms
of the Provision of Land and Assistance Act 126 of 1993 and whose plans have a legal
status according to this Act.
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The development in most of the area is scattered with an absence of a strong
nodal hierarchy. Uneven topography, membership of the community and
traditional land allocation practices are the major factors that shape this
settlement pattern.
3.2.3 URBAN SETTLEMENTS
3.2.3.1 DANNHAUSER TOWN
Dannhauser town, encompassing the Emafusisini and Durnacol areas is the seat of
the local municipality. It is classified as a town in the SDF and has since become a
somewhat dilapidated rural town with ailing infrastructure, poorly maintained
roads, and lack of aesthetic appeal. The town consists of one main street, and the
main shops are the post office, bank, pharmacy and some grocery and hardware
stores. The residential component of the town has also been subjected to urban
decay and the former glory of its beautiful vintage architectural buildings has since
been lost. The municipality is currently in the process to compile the Dannhauser
Precinct Plan, Black Balance was appointed to undertake the process, which covers
the re designing of the CBD Area, Industrial Area and other key areas in the centre
town. The project is funded by Department of Rural Development and Land
Reform, and the project has been finalised, is due for submission to Council and
other stakeholders. The project aimed on expanding the town for investment
purposes and for growth purposes.
3.2.3.2 HATTINGSPRUIT
The settlement of Hattingspruit has been identified as a town, but has been
subjected to urban decay, and exists as a small rural town with poorly maintained
infrastructure, bad roads and no aesthetic appeal. The area also has a high
potential on Tourism, Mining and Industrial Opportunity.
3.2.4 RURAL SETTLEMENT
3.2.4.1 KWAMDAKANE
Nellie (KwaMdakane) has been identified as a service hub as it provides a higher
order and more permanent range of services. It is a highly populated rural
settlement that is dynamic and vibrant. The main attraction in KwaMdakane is the
MPCC, and clinic, which provides a number of government and non-government
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services, including and not limited to, pension pay points, health care, sporting
facilities and social welfare services. KwaMdakane is a typical rural settlement
characterised by subsistence farming, an array of livestock farming and economic
activity in the form of small- medium scale businesses e.g. tuck shops, brickyards,
etc. KwaMdakane is identified as a service hub in the SDF because of the MPCC.
3.2.4.2 NYANYADU AND UBUHLEBOMZINYATHI
The north-eastern portion of the Dannhauser municipal area is largely land under
traditional authorities and includes a portion of Ubuhlebomzinyathi Community
Authority (that falls within Dannhauser Municipality) covering an area of about 13,
395 km2 in extent and Nyanyadu Traditional Council area which accounts for about
1, 1190 km2 of the total municipal area. The status of Ubuhlebomzinyathi as a
land administration structure, and its responsibility in the allocation of land for
different land uses is unclear following the recent transformation of the institution
of traditional leadership in the province and the establishment of traditional
councils. Due to the increasing settlement pressures, traditional councils are forced
to reduce standards, which negatively affect the settlement pattern, as there is an
immediate rapid expansion of settlements, which are highly saturated with limited
resources. This creates a problem, as the systems in place are not capable of
managing urbanising settlements.
Land administration and land-use management by traditional authorities in rural
areas, needs to be made more transparent and be guided by administrative
principles that are consistently applied. This will ensure that it does not become a
constraint on economic, spatial and communal development in peri-urban and
rural areas (Mathe K: 2010).
3.2.5 CURRENT LAND USE PATTERN
Current Land use pattern has evolved in response to the settlement pattern, the
natural environment and regional access routes and reflects the rural nature of the
region within which Dannhauser Municipality is located. The following are the
main land use categories in the area:
o Settlements;
o Commercial farmlands;
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o Conservation;
o Mining.
Land use pattern within each of these areas vary significantly reflecting their
historical development and evolution in time.
Table 1: Land Use and Area coverage in Dannhauser Municipal Area
Land Use Area Coverage (m2)
% of Total Municipal Area
Commercial 157.980 7.12
Industrial 2392612 10.79
Residential 1820160.5 82.09
3.2.6 SETTLEMENTS
The settlement pattern is dominated by expansive rural settlements and scattered
households. Their location in space is influenced by various livelihood strategies
such as access to arable [ploughing suitability] land, reliable sources of water and
grazing land. Factors such as access to public facilities, public transport routes and
bulk services are fast emerging as critical factors in the growth and expansion of
these rural settlements. The following are some of the key features of rural
settlement in Dannhauser:
o Settlements in the municipal area have neither followed any predetermined spatial
structure nor have they benefitted from ‘formal’ spatial planning. They are scattered in
space in an unsystematic manner with limited (achieved by means of social facilities and
access roads) if any linkages between the settlements;
o Land allocation is undertaken in terms of the traditional land allocation system, which is
not based on any verifiable standards. As a result, site sizes even for similar land uses
vary significantly;
o Land ownership pattern and the prevalent land rental systems whereby landowners rent
land out to the tenants has also had a profound impact on the settlement pattern;
o Land use management is based on collective memory where members of the community
collectively agree that a piece of land is earmarked for a particular use or belongs to
someone;
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o They differ in size and density depending on location in relation to the above-mentioned
factors. Relatively high-density settlements are found in the north-eastern portion along
the R33;
o Movement criss-crosses in a manner that creates a web providing access to public
facilities, which are seldom located in, close proximity to each other.
o The nature of rural settlements poses a major challenge for both policy makers and
service delivery agencies. Communities have articulated need for services such as access
roads, water and electricity. While the government has made significant progress in this
regard, the process has proved to be frustratingly expensive. The spatial structure or
lack thereof causes inefficiency and accounts for relatively high service delivery costs.
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Secondly, some of the households and/or public facilities are located on land that
is not suitable for settlement purposes. These include unfavourable geotechnical
conditions, floodplains and wetlands. None of these forms part of the factors taken
into account when allocating land. The key challenge is to direct the location of
these settlements and manage their expansion. Urban settlements are located
mainly around Dannhauser Town. These include Durnacol, Hattingspruit, etc. The
majority of these developed as part of the coal mining activities in the area.
3.2.7 LAND OWNERSHIP
3.2.7.1 INGONYAMA TRUST LAND
Ingonyama Trust Land accounts for some 13,395 km2 of the Dannhauser municipal
area and includes the farms Struisvogel, West Port, Rooi Port, Mourne, Flint,
Springbok Laagte, Dorset, Portion 1 of the farm Peach Hill and Portion 1 of the
farm Flint, UBuhlebomzinyathi and Nyanyadu Traditional Council area. The
majority of this land is located to the north of Dannhauser Town.
3.2.7.2 MUNICIPAL LAND
According to the Dannhauser Municipal Valuation Roll, Municipal Land accounts
for a rather small portion of the land within the municipality. The municipality is
listed as a user department in mostly land under state ownership. According to
data received from the Surveyor General, municipal land only accounts for 18% of
the total land area. This includes the portion two of the Farm Kop.
3.2.7.3 STATELAND
There are numerous parcels of state land located throughout the municipal area.
This land is under the ownership of the department of Regional and Land Affairs
and accounts for some 5.25897 km2. This state land includes parcels of land upon
which various facilities have been constructed, for example, government and
municipal offices, police stations, schools and utilities such as the sewerage works
plant in Alcockspruit, which is still occupied and operational.
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3.2.7.4 PRIVATELY OWNED LAND
According to the Dannhauser municipal Valuation roll, the majority of the land is in
private ownership. Land parcels, which were previously recorded as municipal
land, have been recently registered under private ownership by the deeds
registrar. This situation is likely to change further as more land is increasingly
registered in the name of groups because of the land reform programme.
3.2.8 LAND REFORM
Despite years of relatively good Integrated Development Planning processes in
Amajuba District Municipality, issues of land tenure reform have in the final
analysis remained marginal and isolated due to a lack of high-level integration and
alignment between land tenure reform and spatial planning within the
municipality.
Lack of sustained co-ordination between the Rural Development, Commission for
Restitution of Lands Rights and municipalities in the District has manifested itself
in delays in the delivery of basic services to communities that were assisted to
reclaim their land and to gain access to land such as Ndlamlenze, Amantungwa,
and Thekwane etc.
3.2.8.1 LAND RESTITUTION
According to the Dannhauser Municipality’s IDP (2010/11) Review Report, nine-
land restitution claims were lodged with the Land Claims Commission. The status
of the land claims is summarised in the table below:
Table 2: Status of Land Claims
NO. Claim Name REFERENCE NO. Current Status
1 Mr Arthur KRN6/2/2/E/6/0/0/1 Claim Verification
2 Radebe Godwin Simon KRN6/2/2/E/6/0/0/19 Claim Verification
3 Sibusiso Majola KRN6/2/2/E/6/0/0/2 Claim Verification
4 R Hirama KRN6/2/2/E/6/0/0/3 Claim Verification
5 Khehla Sithole KRN6/2/2/E/6/0/0/4 Claim Verification
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6 Heselton East and West KRN6/2/2/E/6/0/0/5, 12,23, 14, 15,
16,17,18,7/0/0/31 & 17/0/0/79
Advanced Stage
7 Frederick Zulu KRN6/2/2/E/6/0/0/7 Claim Verification
8 Norman Hadebe KRN6/2/2/E/6/0/0/8 Claim Verification
9 Waag Alles KRN6/2/2/E/6/0/0/9 Advanced Stage
Source: Land Claims Commission (18/04/2007).
3.2.8.2 LAND TENURE REFORM
Dannhauser Municipality is characterised by complex and intricate land tenure
reform challenges. These could be classified as follows:
o Farm dwellers whose land rights are protected in terms of the Extension of Security of
tenure Act. These are households that are established within commercial farms but their
members are no longer providing labour to the farm. Although these households may
not be evicted unless an ESTA process has been followed, their land tenure remains
insecure;
o Labour tenants, which refer to people who are or have previously provided labour in
return for rights to occupy and use the land. Approximately 300 labour tenant claims
were lodged with the Department of Rural Development and Land Reform. The process
towards the finalisation of these claims has not been finalised yet. As such, it is not
possible to establish its spatial impact except that on-site settlement will result in the
establishment of small isolated settlements, which cannot be provided with services and
public facilities effectively and efficiently. Identification of land for the resettlement of
labour tenants and other farm dwellers is critical as a means to address this issue
comprehensively;
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o Land tenure upgrading in the Buffalo Flat includes both title adjustment and addressing
the needs of people who have settled and used privately owned land with the consent
of the landowners as if it is theirs for more than five years. Title Adjustment Commission
was appointed some years back and this process is nearing completion. This will help to
unlock the land for the transformation of the existing settlements into sustainable
human settlements.
3.2.8.3 SMALL FARMER SETTLEMENT
Information pertaining to the settlement of small-scale farmer in the area could be
obtained. There are however, opportunities for the settlement of small-scale
farmers using pro-active land acquisition strategy.
3.2.9 ENVIRONMENTAL ANALYSIS
3.2.9.1 THE NATURAL ENVIRONMENT
The Development potential of an area is a combination of various land
characteristics including topography, slope soils, hydrology and so forth. Steep
slopes, unstable soils, poor drainage and unfavourable geological formations are
factors that make a given area have a low development potential.
3.2.9.2 GEOLOGY AND SOILS
Vast land in Dannhauser comprises of Arenite and small portions are covered in
Dolerite and Shale. The major soil types covering Dannhauser Local Municipality
are Loam Soil, Sandy Clay Loam, Silt Loam and Silty Clay soils (Amajuba District
EMP:2010).
3.2.9.3 ENVIRONMENTAL ASSETS
According to the Dannhauser IDP, 2009 and the Amajuba District Draft EMP, 2010,
the Dannhauser municipal area is characterised by an array of environmental
assets. These include:
o The Chelmsford Nature Reserve- This is the only reserve KZN Wildlife protected area in
the municipal area. It is a 6014 ha reserve and is located around the Ntshingwayo Dam;
o Important Escarpments- These are found along the western and southern boundary of
the municipality and are characterized by high conservation value. They also form part
of the upper catchment of the Ngagane River;
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o Important species sites- these include the wetland e.g. Paddavlei (which is a habitat for
the endangered White winged Flufftail), threatened plant species and grasslands;
o Important ecosystems- The municipality falls within the Acocks Veld Type 66 (Natal sour
sandveld) which is endemic to KwaZulu Natal. The area has a high incidence of Red Data
species, forest patches and medicinal plants.
3.2.9.4 AGRICULTURAL POTENTIAL
The agricultural potential of the municipal area varies but falls within six main
ratings, ranging from High potential to very low potential land. About 19% of the
land constitutes high agricultural land. These are located on the western segment
of the municipal area while portions of the mid-northern sections and the south
eastern areas, approximately 16% are good agricultural land. The rest of the
eastern portions of the municipal area, which constitutes about 52% of the land,
covering mostly the eastern half of the area, are considered as moderate
agricultural land.
These areas extend from Hattingspruit to Durnacol and to the northeastern
segments around Nyanyadu, Kilegethe, Brakwater, Klipbank and Inverness areas.
Only, about 6% of the land is said to be of low agricultural potential. These include
areas along the mid western boundary, some parts along the mid portions of the
southern boundary and some portions along the steep slopes east of Durnacol and
Dannhauser. In addition, about 7% of the area, covering the western outskirts has
very restricted agricultural potential. The areas marked as of high agricultural
potential should be reserved for commercial agricultural production and excluded
as much as possible from non-agricultural activities or developments. Areas of low
or very low agricultural potential are recommended for commercial or other non-
agricultural developments.
3.2.9.5 CONSERVATION AREAS
Areas that are protected formally within the municipal area include areas around
the Ntshingwayo Dam. In addition, the game ranch along the south-western
boundary of the site is of conservation significance but is not a protected area.
Other areas of high conservation significance include all the wetlands and areas up
to 30m around these wetlands and 100m from the banks of all rivers within the
various catchments. In addition, areas along the southern portion of the
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Chelmsford Dam are protected due to high biodiversity concerns. These areas may
not be available for any development (NDG Africa: 2010).
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3.2.9.6 WETLANDS AND CATCHMENTS
A number of drainage lines traverse the area with associated functional wetlands.
Some of these main wetlands are located on the north-eastern to the south-
eastern segments of the Municipal area. These include the sub catchments of the
Mbabane and Mzinyashana Rivers, which are within the larger Buffelsrivier
catchments. The mid northern portions fall within the larger Ngagane catchments,
which contains very significant and endangered ecosystems and plant species,
which are of high conservation values. It should be also noted that the main
hydrological sensitive areas within this catchments are wetlands and areas around
the rivers which may be important habitats for rare plants and animal species.
Wetlands perform very important hydrological functions such as flood attenuation
and the maintenance of water quantity and quality of river systems. These
important ecological systems need to be protected and managed as effectively as
possible. Wetland areas as well as areas within 100m of the riverbank should be
excluded from active development. In order to preserve the significant
functionality of these hydrological bodies within the catchments, it is advisable to
conserve these areas as passive or at worst active open spaces.
3.2.9.7 VEGETATION
Vegetation type within the boundary of the Dannhauser Municipality varies
significantly but dominated mainly by five vegetation types. These include the
Income Sandy Grassland located at the northeastern corner of the site, covering
the towns of Nyanyadu through Kilgethe to Inverness 2), the Glencoe Moist
Grassland, located to the eastern side of the N11 around the towns of
Hattingspruit to Gedule, to Durnacol and to the southern portion of Milnerdale.
Another significant vegetation type in the area is the Northern KwaZulu-Natal
Moist Grassland. This is located along the southern portions of the municipal
boundary, near Glencoe to the western portions of the N11 south of the Dam and
to the western portions of the area. Other vegetation types include the KwaZulu-
Natal Highland Thornville, which covers the mid northern section of the area,
north-west of Milnerdale, and the Low Escarpment Moist Grassland, which covers
the western outskirts of the site and a small portion along the southern border
close to the N11. According to the KZN Wildlife Vegetation Status Database, the
Northern KZN Moist Grassland is vulnerable while the Glencoe Moist and Income
Sandy Grasslands are endangered and endemic to KZN.
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Vegetation that is endangered is one that has undergone immense transformation
that its very existence in an indigenous form is threatened. Vegetation classified as
endangered is thus of high conservation significance. In view of this, the areas of
untransformed vegetation are on the eastern half, covered by the Glencoe Moist
and Income Sandy Grasslands. These should be excluded from active development,
especially one that involves the removal of vegetation. In order not to worsen the
impact on the vegetation types and to establish linkages between various
vegetation types of the broader region; these areas covered by the Glencoe Moist
Grassland and Income Sandy Grassland should be included in the passive open
spaces in the area.
It should be noted however that development of any untransformed or derelict
area might be subject to an environmental impact assessment. The key
environmental issues may be the removal of vegetation especially the areas
covered by the endangered vegetation types as stated above, if the transformation
or the size of the development is more than development threshold in hectares
(NDG AFRICA:2010).
3.2.9.8 TOPOGRAPHY
The general topography of the area varies significantly. The area consists of flatter
grounds on the northeastern segment, from areas around Nyanyadu up to the
Klipbank and Inverness areas and on the northern mid-sections around the
Chelmsford Dam and areas around Alcockspruit to Milnerdale. The mid eastern to
southern portions consist of areas of moderate slopes consisting of small hills and
undulating terrains. The terrain is more severe, on the western ends of the
municipal areas and is characterized by mountains with high altitudes and steep
slopes (see Map 1). It should be noted that areas that there are restrictions on
development of areas that slope sharply. Slopes of 1:3 for instance are not
permitted for residential developments. Due to the steepness of the western ends
of the area, steep areas should be excluded from development considerations
(NDG AFRICA: 2010).
3.2.9.9 CULTURAL/ HERITAGE
Information available on the area does not reveal any sites or landmarks of
provincial or national significance. However, one of the dominant cultural
materials that need to be noted is graves. It is known that communities are
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invariably culturally attached to burial sites due to various cultural beliefs.
Potential disturbances of these sites could result in severe social and cultural
conflicts.
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Location of all cultural materials and other materials of heritage significance
should be determined prior to or during the planning of developments. Amafa
KwaZulu Natal needs to be a key stakeholder in all development planning
processes. Furthermore, the Dannhauser municipal area is situated in relatively
close proximity to the battlefields route. These routes may also be of heritage
significance to the area (NDG AFRICA: 2010).
3.2.10 SPATIAL AND ENVIRONMENTAL: SWOT ANALYSIS
3.2.11 DISASTER MANAGEMENT
The municipality has developed a Disaster Management Policy. The purpose of this policy is
to give effect to constitutional and legislative obligations of the Dannhauser Local
Municipality in this case of the local state of disaster. This policy is part of and not
substitutes for the disaster management plan of the local municipality. Specifically, the
policy seeks to simplify and clarify the responsibility of the municipality for co-ordination
and management of local disaster by:
o Defining the roles and responsibilities of our local government and departments in
respect to Disaster Management;
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o Setting out the objectives of Disaster Management Continuum (The Continuum
comprises the following phases:-response, disaster recovery, development; mitigation;
prevention; preparedness and awareness);
o Ensuring the funding for Disaster Management is sufficient, streamlined and efficient;
o Setting out the objectives of development of adequate capacity to deal with Disaster
Management
3.2.11.1 DISASTER MANAGEMENT FUNCTION AND RESPONSIBILITIES
In terms of the Disaster Management Act, disaster management means a
continuous and integrated multi-sectoral, multi-disciplinary process of planning
and implementation of measures aimed at:
o Preventing or reducing the risk of disaster;
o Mitigating the severity or consequences of disaster;
o Emergency preparedness;
o A rapid and effective response to disaster;
o Post-disaster recovery and rehabilitation
Disaster management is about risk management, which entails identification of risks and
strategies to mitigate the risk. The function is well defined by references to its four
elements: prevention, preparation,
3.2.11.1.1 PREVENTION
Good prevention might include the construction of floods levees, relocation of housing and
essential services away from flood-ways, use of better building standards of hazardous
waste regulations.
3.2.11.1.2 PREPARATION
Through good preparation, the effects of disasters and significant incidents can often be
reduced. Good preparation should include information and education of the public about
hazards.
3.2.11.1.3 RESPONSE
In major emergencies, it is critical that an efficient and effective disaster response can be
mobilized. Response is a collective responsibility. In a major emergency or disaster, people
need to know, what to do, who will do it and how it will be done.
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3.2.11.1.4 RECOVERY
Recovery from major disaster can be a long and costly process.
Essential services such as water and power may need to be restored; addition medical
services may be required or temporary housing and family support may be needed.
3.2.11.1.5 FUNCTIONAL RESPONSIBILITY OF LOCAL GOVERNMENT
In terms of both the Disaster Management Act and the Disaster Management Framework,
all three spheres of Government have responsibilities for disaster management and
planning. The responsibilities of the three spheres of government are illustrated in the
following diagram depicting the institutional roles of each sphere.
Table 3: Disaster Management Across there Spheres of Government
PRESIDENT PREMIER MAYOR
Minister for Provincial and
Local Government
Cabinet Councillor designated by the
Mayor
Inter- Minister Committee
for Disaster
Management(IMC)
Member of Executive Council
designated by the Premier
Disaster Management
Portfolio
Committee(Optional)
National Disaster
Management Advisory
Forum
Provincial Disaster
Management
Advisory;
Forum
Municipal;
Disaster
Management
Advisory Forum
National Disaster
Management Centre
Provincial Disaster
Management Centre
Municipal Disaster
Management Centre
National Disaster
Management Guidelines
Provincial Disaster
Management Plans
Municipal Disaster
Management Plans
3.2.11.2 DISASTER MANAGEMENT POLICY POINTERS
The policy highlights the following:
o As a local municipality, Dannhauser hereby takes responsibility for all local disaster
incidents, which can be managed within its resources;
o Council shall set aside a disaster budget of not less than R 500 000 annually to augment
municipality resources for disaster management;
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o The municipality shall within it broader statutory disaster management obligations,
focus its disaster management efforts on disaster mitigations;
o The municipality shall, in executing its responsibility, closely liaise with the other
government spheres in particular the District Municipality;
o The municipality shall establish a disaster co-ordination committee comprising of all its
departments to ensure that all its available resource needed for disaster are properly
mobilised and applied;
o Any re-usable material assistance dispatched during and to address a disaster shall be
closely monitored and any material remaining unused must be returned to the
municipality;
o In order to facilitate proper reporting on disaster by municipal manager, the affected
community members shall be required or assisted to specifically declare their
need/apply for the relief;
o The Mayor and Municipality Manager shall be the central stakeholders responsible for
the implements of this policy.
3.3 MUNICIPAL TRANSFORMATION & INSTITUTIONAL DEVELOPMENT
The municipality understands that the main objective of this KPA is to improve and
transform the institution through amongst other capacitating and empowering its
human resource so that it can effectively and efficiently render the needed services
to the community. The municipality has thus far addressed this KPA as follows:
3.3.1 MUNICIPAL TRANSFORMATION
3.3.1.1 EMPLOYMENT EQUITY
In accordance with the Employment Equity Act (No. 55 of 1998), the Dannhauser
municipality developed and implemented an Employment Equity Plan as required by
the the Act, and the Plan was submitted to the Department of Labour. The Plan
reflects the significant progress the Dannhauser municipality has achieved with
actions to address challenges relating to enhanced demographic representation,
skills development, succession planning, fast-tracking, mentorship, diversity
management and organizational culture assessment.
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The employment equity profile illustrates progress made towards transformation. In
terms of women empowerment, significant initiatives need to be introduced at top
level to bring women to the fore. The employment equity statistics are presented in
table and below:
Employment Equity
Implementation
Designated* Group
Non-Designated
Group
Women
Senior Management 60% 40% 01
Middle Management 66% 33,34% 33,34%
Professional Staff 77,78% 22,23% 33,34%
3.3.1.2 MUNICIPAL TURN AROUND STRATEGY
MTAS PRIORITY – 2013/2014
NAME OF MUNICIPALITY: DANNHAUSER (KZ 254)
MTAS PRIORITY
MILESTONE
DETAILED ACTIVITIES
RESPONSIBLE OFFICIAL
TARGET DATES
BLOCKAGES /
CHALLENGES
SUPPORT NEEDED IN TERMS OF
UNBLOCKING
1. Access to Water & Sanitation
1000 Households Access to water and sanitation
Construction of Toilets in all 11 Wards, the project is implemented by the Amajuba District Municipality
Mayor and Municipal Manager, Manager Technical Services
2014 None None
2. Access to Electricity
Meeting the Universal Access goal for electricity in the Dannhauser area, covering all areas that were not electrified.
1230 Connections for Ward1, 3, 5, 8, 9
Manager: Technical Services
30 December 2013
Eskom for connections for lighting purpose
Department of Energy and COGTA KZN
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MTAS PRIORITY
MILESTONE
DETAILED ACTIVITIES
RESPONSIBLE OFFICIAL
TARGET DATES
BLOCKAGES /
CHALLENGES
SUPPORT NEEDED IN TERMS OF
UNBLOCKING
3. Refuse Removal & Solid Waste Disposal
Licence Waste Disposal Site
Engage department of Environmental Affairs and ADM
Manager: Community Services
30 December 2013
Registration of the Municipal dumping site
Intervention from COGTA and Department of Environmental Affairs
4. Access to municipal roads
Roads project in Wards 1, 9 and 10 in progress and an amount of R9 million spent, and R 20 800 000
Roads project in Ward 1, 9, 10, and rehabilitation of the Urban Roads Ward2 (Town)
Manager: Technical Services and Municipal Manager
30 June 2014 Support on acquiring additional funding for Urban Roads
Additional Funding for all Urban Roads,
5. Access to housing
Provision of 3600 housing units
100 Housing Units Ramaphosa, 2500 Housing Units for Ubuhlebomzinyathi
Manager: Technical Services, and Municipal Manager
30 June 2014 Delayed approval of Implementing Agent
Department of Human Settlements
6. Small Town Programme
Town upgrade and expansion
Industrial Area upgrade and extension, Land acquisition, Main Street Pavement Lighting, Urban Road upgrade
Municipal Manager and Manager Technical Services
2013-2015
EIA, PDA, and Funding
COGTA KZN, Department of Rural Development and Land R
7. Municipal Public Accounts Committee (MPAC)
Have a functional MPAC (calendar for meetings)
MPAC Quarterly meetings as Schedule approved
Municipal Manager
30 June 2014 None None
8. Skills Development plan for employees (Shortage of Scarce Skills Employees)
Review the Skills Development Plan (Number for scarce skills posts to be filled during this financial year)
Plan compiled yearly and training provided (Recruitment and selection processes)
Manager: Corporate Services
30 June 2013 None None
9. Assets Management and Revenue Enhancement Strategy
Approved Revenue Enhancement Strategy, and Update Asset Management
Compilation of the Revenue Enhancement Strategy, and Update of the Asset Management Table the strategy to council for adoption
Municipal Manager/ Chief Financial Officer
30 November 2013
None
None
10. Internal Funding for Capital Projects and Municipal
LED Anchor Projects All Capital Projects
Implementation of Capital Projects
Municipal Manager
1 July 2013 to June 2014
None None
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MTAS PRIORITY
MILESTONE
DETAILED ACTIVITIES
RESPONSIBLE OFFICIAL
TARGET DATES
BLOCKAGES /
CHALLENGES
SUPPORT NEEDED IN TERMS OF
UNBLOCKING
Contribution to LED Implement the LED strategy
LED Strategy Review
Appointment of the Service Provider
3.3.2 ORGANIZATIONAL DEVELOPMENT
During the current review, the municipality approved its Organogram, and
placements have been finalized with all parties being involved during this process.
It must also be noted that there are functions that were transferred to the district
and provincial government in line with the powers and functions that are vested to
the local municipality.
3.3.2.1 INSTITUTIONAL ARRANGEMENTS
Dannhauser Municipality has a staff component of ninety three (93) of which are
permanently employed, and eight (8) of which are on contracts. The Municipality
currently employs five (5) financial interns and this in line with the National
Government Programme, which is known as Municipal Financial Management
Programme.
Dannhauser Municipality adopted various human resources policies including code
of ethics for staff; recruitment selection and appointment and placement policies.
Following table highlights the Municipal Directorates and the relevant staff
members:
Table 4: Directorates
DIRECTORATE MANAGER RESPONSIBLE EXECUTIVE COUNCILLOR
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Municipal Manager WB Nkosi Councilor JP Phakathi
Budget & Treasury DM MOHAPI Councilor JP Phakathi
Corporate Services S Narothum Councilor TV Mabanga
Community Services JH Roeleffse Councilor MA Sibeko
Engineering Services MR Nene Councilor MV Ndaba
3.3.2.2 ORGANIZATIONAL STRUCTURE/ORGANOGRAM
The organizational structure of Dannhauser Municipality cab ne described by the following
organogram:
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Figure 5: Municipal Organogram
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3.3.2.3 STAFF BREAK-DOWN
As of 2013, the Municipality had a staff compliment of 93 people, servicing the
whole of municipal area. Staff breakdown is as indicated below.
Table 13: Staff Breakdown per Function
DEPARTMENT NUMBER OF STAFF MEMBERS
Office of the Municipal Manager 6
Corporate Services 12
Financial Services 11
Engineering Services 16
Community Services 48
TOTAL NUMBER OF STAFF 93
3.3.2.4 HUMAN RESOURCE DEVELOPMENT
Dannhauser Municipality adopted various human resources policies including amongst
others code of ethics for staff; recruitment selection and appointment and placement
policies.
Policy Date of Adoption Status
Code of Conduct 2010 Currently being implemented
HIV/AIDS Policy 2010 In process for compilation HIV/AIDS Strategy 2007 Currently being implemented
Sexual Harassment Policy 2010 Currently being implemented
Smoking Policy 2010 Currently being implemented
Recruitment Policy 2009 Currently being implemented
Subsistence and Travelling Allowance Policy
2012 Currently being implemented
Overtime Policy 2010 Currently being implemented
Skills Development Policy 2010 Currently being implemented Mayoral Vehicle Policy 2010 Currently being implemented
Supply Chain Management Policy
2011 Currently being implemented
Employment Equity Policy 2007 Currently being implemented
Property Rates Policy 2009/2010 Currently being implemented
Indigent Policy 2011 Currently being implemented
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3.3.3 MUNICIPAL TRANSFORMATION & ORGANIZATIONAL DEVELOPMENT: SWOT
ANALYSIS
The diagram following a synopsis of the SWOT Analysis on the Municipal Transformation
and Institutional Development:
LOCAL
GOVERNMENT
AND
MUNICIPAL
PRIORITY
AREAS
PERFORMANCE
AREAS
EXISTING LEVEL OF
DEVELOPMENT BY
IMPLEMENTED BY
DANNHAUSER
MUNICIPALITY OR
OTHER
STAKEHOLDERS
BACKLOG
Municipal
Institutional
development
and
transformation
Review of
Dannhauser
Municipality
grade against
population and
other factors
Preparation and
adoption of the
staff
establishment
with adequate
capacity to
achieve the IDP
Grade 2 local
Municipality
Staff
establishment
in place
Capacity building
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Appointment of
staff falling
within the
employment
equity
requirements of
the Municipality
Expansion of
bylaw and policy
implementation
capacity
Adherence to
EEP
Bylaws in place
without
enforcement
Reviewal of EEP
Recruitment of
bylaw enforcers
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The municipality had an approved organogram, which was established in terms of Municipal Systems Act No 32, of 2000, which read as………. The municipality had filled the Section 56 and 57 Managers positions, Municipal Manager, Manager Corporate Services, Manager Technical Services, Manager Community Services, and Chief Financial Officer. The Municipality had also filled the positions for Income and Expenditure Accountants, the Senior Expenditure Clerk; however, the positions for SCM Officer, SCM Clerk not filled yet, position for Human Resource Office not filled yet. The municipality had an approved Selection and Recruitment Policy, which is in with the Labour Relations Act.
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3.4 BASIC SERVICE DELIVERY & INFRASTRUCTURE ANALYSIS
3.4.1 BULK WATER AND RETICULATION
Access to water is one of the key challenges facing Dannhauser Municipality as a substantial
amount of people do not have access to decent water in accordance with the standards as
set by the Department of Water Affairs. This is confirmed by the outcome of Census 2011
that indicated that only 19.5% of the population in the municipal area has piped water
inside dwelling.
Nonetheless, the Amajuba Water Services Development Plan (WSDP) the District
Municipality through the drought relief programme has implemented some standpipe
projects in the areas of Steildrift (Annievale, Kiel Keel and Nelly valley), Emfundweni,
Fairbreeze, Eastbourne Farm Extension and Ubuhlebomzinyathi. The programme was aimed
at giving these communities purified water as a temporary measure and a relief as some of
the boreholes were dry due to drought. These areas are still to be covered for the long-term
supply.
3.4.2 SANITATION INFRASTRUCTURE
Generally, Dannhauser Municipality is poorly provided with sanitation facilities, as
approximately 6.6% of its households do not have access to sanitation facilities. Rural
settlements (66% of households) use pit latrines for sanitation purposes while most
commercial farms have on-site septic tanks. Sewer system is concentrated mainly in town,
but the infrastructure in this regard is old and requires upgrading and maintenance.
Currently the Amajuba District Municipality is currently implementing the Sanitation Project,
and the project is funded by Department of Water Affairs and Forestry. Project covers all
11Wards in the municipal area, and it is funded for a 3year period, and the other project
which is part of sanitation is funded by department of human settlements for a period of
3years, at an amount of R 15 000 000. The project is runned paralleled with the Department
of Water Affairs and Forestry.
3.4.3 WASTE WATER TREATMENT WORKS
The Dannhauser municipal area has two functioning wastewater treatment works, one in
the town of Durnacol transferred from the de-commissioned mines and one in the town of
Dannhauser. Analysis of the wastewater treatment works indicates that the Durnacol and
Dannhauser works will have sufficient capacity to service the anticipated future growth in
the area for the next ten to fifteen years.
3.4.4 ELECTRICITY
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The Dannhauser Municipality has the reasonable levels of electricity backlogs in the District
and has a rural backlog of households. Electrification of Moy; Peachill; Hattingsruit;
Rooiport; Mafahlawane and Doringkop during 2011 and 2012 has decreased the number of
households without electricity. Dannhauser intends to achieve a universe access by 2013/14
financial year, the roll out of the project had commenced and service provided through SCM
Process, and 1025 connections will be connected. The connections were based on the
assessment made on a door-to-door basis.
3.4.5 TRANSPORTATION INFRASTRUCTURE
3.4.5.1 ROADS
The Dannhauser Municipality has a relatively good road network, which occurs in the form
of a hierarchy as follows:
o National Road: N11, which provides connectivity at a broad and regional scale links
Newcastle, the Amajuba District Regional centre to the north of the municipal area and
Ladysmith, the UThukela District Regional centre to the south of the municipal area.
While this road is also open to local road users, its primary aim is to serve as a transport
and tourism corridor, connecting major national urban centres;
o Provincial roads with R621 linking the hub of Dannhauser and the Hattingspruit satellite
to the N11, and onto Newcastle to the north and to Dundee and Glencoe, and on the
R33 main road to the south. A number of other provincial roads run through the
municipal area connecting different parts of Dannhauser Municipality.
o District Roads, which connect different settlements and provide access to public
facilities;
o Local Access Roads, which provide access within each settlement
While provincial roads are generally in a good condition, the quality of district and local
access roads is generally poor. The accessibility of some settlements is severely reduced by
the fact that these roads are in a state of disrepair and are in dire need of substantial
upgrading. This further contributes to the poor public transport system in these areas.
3.4.5.2 PUBLIC TRANSPORT INFRASTRUCTURE
Public transport infrastructure within the municipal area is relatively poor due to
the poor state of the district and local access roads. Amajuba District Public
Transport Plan (PTP) identifies two mini-bus taxi facilities, which are owned by the
municipality and have been formalized, these being the Dannhauser Taxi Rank and
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the Cross Roads Taxi Rank in KwaMdakane. There is one bus rank in Dannhauser,
that is, the Dannhauser Bus Rank.
3.4.6 HOUSING SECTOR PLAN
INTRODUCTION
The current Housing Sector Plan will be reviewed and updated. The Housing Chapter is a
summarized version of the Housing Sector Plan and focuses on certain key areas for the
purpose of the IDP. For more detailed information reference should be made to the Housing
Sector Plan.
The Housing Section is staffed by a Housing Officer. The Housing Development Officer
reports to the Manager Technical Services. The Housing Development Officer is responsible
for all housing projects and has to regularly liaise with Implementing Agents and relevant
government departments, inspect and monitor progress and compile reports for Council. He
works closely with the Provincial Department of Human Settlements and other stakeholders,
eliciting their assistance and attendance at meetings to address challenges and thereby
ensuring that housing delivery is at its premium and not short changed in any way.
HOUSING DEMAND LIST
Current housing demand is categorized as follows:
Housing demand in Urban Areas: 8 200
Housing demand in Rural Areas: 2 500
Total demand: 10 700
These figures were taken from our database and will be verified when the sales
administration process is undertaken at commencement of a project.
URBANISATION, POPULATION GROWTH, CHALLENGES
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Over the years there had been an influx of people from the rural to the urban and the
population of Dannhauser and surroundance (eg. S’khobharreni) has increased. Reasons for
the influx could be attributed to improved work opportunities, saving on transport costs and
improved schooling. Unfortunately with the population growth there have been social
problems such as increase in crime levels and health problems. Previous planning of the
existing towns did not take this urbanization into consideration resulting in bulk services
being inadequate. The Local and District Municipalities intervened by installing water stand
pipes, refuse removal skips and high mast lighting.
INFORMAL SETTLEMENTS
1. The Municipality has identified Ramaphosa Slums Clearance Housing Project as a priority Greenfields project. The challenge was to get approval from Department of Agriculture to sub divide agricultural land (Act 70 of 1977), but final it was granted and the project is in construction stage.
Serious delays in this project have been caused by:
1. Subdivision of Agricultural Land application (Act 70 of 1977).
2. The Municipality had also identified Stan Drive-in Slums Clearance Housing Project as apriority Greenfields project. The challenge was to determine whether the land is suitable for housing development. This project was identified at the beginning of this financial year and the municipality had appointed the service provider to do feasibility studies to determine whether this land is suitable for housing development.
IDENTIFICATION OF LAND FOR HOUSING
The Municipality is on the lookout for land for housing. Normally the process to acquire land
commences when a housing project is formally implemented. However with the
establishment of the Housing Development Agency (HDA), land identified for housing can be
acquired before the commencement of a project. Partnership between the HDA,
municipality, Department of Human Settlements and Department of Land Affairs is critical to
the success of land acquisition for housing. The reviewed housing sector plan will identify
potential/specific land parcels for planned projects.
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MUNICIPAL SERVICES
a) ROLE OF DANNHAUSER MUNICIPALITY
The level of services provided will comply with the Housing Code 2009 and in terms of the
conditions stipulated in the planning approval. Refuse removal and road maintenance are
services that are rendered by the local Municipality.
b) ROLE OF AMAJUBA DISTRICT MUNICIPALITY
Amajuba District Municipality is responsible for bulk services such as water reticulation and
sanitation. The District Municipality as an important stakeholder is invited to stakeholder
meetings and is involved in housing projects since inception. They have provided water
stand pipes, portable toilets. Amajuba District is an important role player in the Ramaphosa
Slums Clearance Housing Project and Stan Drive-in Slums Clearance Project.
ELECTRICITY
Eskom is the service provider and they are implementing electrification in terms of their
programmed and budget. Eskom has been fully informed of completed, current and future
housing projects and currently COGTA had assisted the municipality to electrify the whole of
Dannhauser (100%), currently the municipality is in the process of 100% Universal Access.
And in other places we used Solar Energy to assist communities, the municipality opted for
Alternative Energy in certain areas and this was based on some areas are scattered, and
also infrastructure for electricity is a challenge and further the Eskom plan indicates that they
will have an access to electricity after a
MIGRATION PLAN
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The Municipality is looking at the way to formalize Eskobhareni Settlement, as this
settlement had been formed by migration of people from rural areas to get close to Town for
better job opportunities.
SOCIAL VIABILITY
In planning the urban project cognizance has been taken of the existing transport route,
access road and to ensure sustainability of the settlement community provision has been
made for schools, open spaces, sports field, crèche, small industry and commercial centre.
The aspect of social viability and sustainability of the project will be adequately addressed in
the application for project approval to Council via the PDA [Provincial Development Act]
route.
CURRENT PROJECTS
Project
Number
Project
Name
Pfroject
Value
Project
Type
Number
of units
Project
Ward
Number
Project Status
K19970070
Emafusini
Phase I
R4 351 200 Urban 294 2 Project is at the
close-out stage, but
IA still has to
resolve some issues
K19990037 Emafusini
Existing
R3 151 000 Urban 230 2 Project is at the
close-out stage
K20000069 Strijbank R5 529 418.57 Urban 247 3 Project should be at
close-out stage, but
Municipality had
requested the
Assessment on the
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Structural Integrity
of the houses.
K09080005 Ramaphosa R8 400 000 Urban 100 2 Construction has
started and
construction period
is February 2013 to
June 2013
Dannhauser
Housing
Project
R64 000 000 Urban 1000 2 Application for stage
one approval was
submitted to
Department of
Human Settlement
and we are waiting
for approval
PLANNED HOUSING PROJECT 2012/2013 TO 2017/2018
Project Name Project
Type
Project
Location
Number
of Units
Project Value Project Status
Buhlebomzinyathi
Rural Housing
Project
Rural
Housing
Project
Ward 9
and
Ward 10
2500 R160 000 000 The IA had been
appointed in February
2013
Stan Drive-in
Housing Project
Urban Ward 2 500 R32 000 000 Municipality had
appointed a Service
Provider to do
Feasibility Study on this
project to determine
whether the land is
suitable for housing
development
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Flint / Peach Hill
Rural Housing
Project
Rural
Housing
Project
Ward 6 500 R32 000 000 Department of Human
Settlements Had
applied for Pre- Funding
For this Project
Mourn Hilltop Rural
Housing Project
Rural
Housing
Project
Ward 3 500 R32 000 000 Department of Human
Settlements Had
applied for Pre- Funding
For this Project
Gardens Housing
Project
Urban Ward 1 550 R35 200 000 Department of Human
Settlements Had
applied for Pre- Funding
For this Project
Emfundweni Rural
Housing Project
Rural
Housing
Project
Ward 11
Rural
Housing
Project
Ward 5
OVERVIEW
1. RAMAPHOSA HOUSING PROJECT
Construction has started and construction period is February 2013 to June 2013
2. DANNHAUSER HOUSING PROJECT
Application for stage one approval was submitted to Department of Human Settlement and
we are waiting for approval. For phase II we need R26 500 000 for 2013/ 2014 fantail year to
install bulk services.
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3. BUHLEBOMZINYATHI RURAL HOUSING PROJECT
In February 2013 the Implementing Agent for this project was appointed.
4. STAN DRIVE-IN HOUSING PROJECT
Municipality had appointed a Service Provider to do Feasibility Study on this project to
determine whether the land is suitable for housing development.
5. FLINT RURAL HOUSING PROJECT
Department of Human Settlements Had applied for Pre- Funding for this Project.
6. MOURN RURAL HOUSING PROJECT
Department of Human Settlements Had applied for Pre- Funding for this Project.
7. GARDENS HOUISNG PROJECT
Department of Human Settlements Had applied for Pre- Funding for this Project.
8. DISASTER HOUSING 2003
9. MIDDLE INCOME HOUSING AND CUMMUNITY RENTAL UNITS
The land had been identified do this development, and the municipality is busy with the
negotiation to acquire this land.
10. CONCLUSION
We are sure that with the assistance and commitment of all stakeholders, time delays will be
avoided and projects will be commenced and completed within the time frames in the future.
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3.4.7 SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS
The figure following provides SWOT synopsis for the Basic Services and
Infrastructure:
Figure 6: SWOT Analysis: KPA - Basic Service Delivery & Infrastructure Investment
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3.5 LOCAL ECONOMIC AND SOCIAL DEVELOPMENT ANALYSIS
3.5.1 LOCAL ECONOMY
Dannhauser functions as a small rural service centre (providing commercial and service
facilities and agricultural industries and services), and is not a large employment generator.
Residents of the municipal area rely on the larger urban centres of Dundee and Newcastle
for employment opportunities and higher order goods and services. Investment in
commerce has growth prospects.
The major economic sectors within Dannhauser are agriculture and mining. Mining is
however, undergoing a movement away from large-scale operations to smaller operations.
There are some opportunities for the establishment of small-scale mining of coal, clays or
reworking coal dumps, prospecting for other minerals. Maximizing the infrastructure left by
vacating mines would be of value3.
3.5.1.1 AGRICULTURE
The main agricultural activity in Dannhauser is subsistence farming. This type of
farming is mostly concentrated in the more rural parts of the municipality. It is also
important to mention that mechanisation, the liberalisation of the economy and
the lack of subsidies to farmers, have all contributed to the decline in the number
of jobs in the agricultural sector. Amajuba LED Plan states that the agriculture
sector in Dannhauser is well developed and provides key services to the
surrounding agriculture community. The Agriculture Development Plan identifies
four agro-processing industries in Dannhauser. These are indicated on the table
below.
Table 5: Agro-processing industries in Dannhauser
COMPANY NAME LOCATION OF BUSINESS ACTIVITIES
Waterfall Poultry On Normandien side of the Ladysmith on the
Dundee/Ladysmith road near Ridgegate park
Produce eggs
Dannhauser Malt Industrial area Malt factory
Roadside Abattoir 55km from Newcastle on Newcastle/Ladysmith
road. At Sunset rest, on N11
Abattoir - Class B
3http://www.kzncogta.gov.za/Municipalities/AmajubaDistrictMunicipality/DannhauserLocalMunicipality/tabid
/1642/language/en-US/Default.aspx
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Leicester Mill On Crossroads of Newcastle/Ladysmith/
Dannhauser road.
Mill
Source: Amajuba Agricultural Development Plan
Agro-processing is an area for potential investment in Dannhauser, linking the strong
agricultural potential of Dannhauser with the manufacturing sector.
3.5.1.2 MINING
The mining sector remains a dominant sector in the Dannhauser economy but its
decline over the past few decades has not only contributed to the apparent decline
of the town, but has also shown its competitive advantage is declining. The
Amajuba LED plan states that there may be some opportunities for small-scale
mining, either extracting coal, clays or reworking coal dumps for coal fines. The
decommissioned mines have sterilised the affected areas, as they are no longer
suitable for other uses. Some also requires rehabilitation.
3.5.1.3 MANUFACTURING
The manufacturing sector in Dannhauser is relatively small compared to Newcastle
and Ladysmith municipalities. It also does not have the same infrastructure and
services available as does these two neighbouring municipalities. Dannhauser has
space zoned for industrial development, but the industrial area lacks proper-tarred
roads and other infrastructure to effectively promote the development of the
manufacturing sector. The current electricity infrastructure in Dannhauser must be
upgraded to accommodate the expansion of the manufacturing sector.
The owners of the Durnacol mine have made some of the assets that remained
after the closure of the mine, including warehouses, offices and workshops,
available to the municipality for local economic development. These assets would
be ideal for small scale manufacturing or agro-related industries or be used as a
business incubator for the district. However, the many disputes over the use of
these facilities have stalled any progress.
The Amajuba LED plan has identified a number of agro-processing opportunities
that could be easily located in the Dannhauser area, such as soya-bean processing,
tannery and feedlot.
3.5.1.4 TOURISM
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A Tourism Plan for Amajuba District (ATP) suggests that there are specific
opportunities for tourism in Dannhauser based on the natural attractions of the
area, including the Ntshingwayo dam and Chelmsford Nature Reserve, closeness to
the battlefields, outdoor adventures and other cultural attractions. The ATP aims
to unlock the tourism potential of the Amajuba District, and contribute to the
growth of the local economy. It identifies challenges for tourism as the lack of
“must see or do” attractions, the lack of tourism activities and poor tourism
signage. Introduction of tourism products targeting the expansive per-urban
settlements will help ensure that tourism benefits are distributed to these areas as
well.
3.5.1.5 LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS
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3.5.2 SOCIAL DEVELOPMENT ANALYSIS
3.5.2.1 EDUCATION FACILITIES
There are Sixty-Four schools within Dannhauser Municipality. These range from
junior primary through to senior secondary schools, and are spread unevenly in
space with the highest concentration coinciding with the settlements in the north.
There are no tertiary education facilities in Dannhauser Municipality. The nearest
ones are found in Newcastle. An application of planning standards for education
facilities, that is, one primary school per 600 households and one secondary school
for every 1200 households suggests an access of seven primary schools meaning
that the municipal area is adequately provided with primary schools. However, a
further two high/ secondary schools are needed in order to comply with the
education facilities planning standards.
3.5.2.2 HEALTH FACILITIES
Dannhauser Municipality has ten clinics that are administered by the Department
of Health. There is one Community Health Care Centre in Dannhauser, which is
under construction. The CHC aimed on ensuring that health services are accessible
and closer to the people. The Department of health further supports thirty-six
mobile clinics in areas where health service are not available. An application of
planning standards for health services in the area (one clinic for every 6000
households or one clinic within a 5km radius). In light of the above, the
Dannhauser municipality area is well provided with clinics and primary health
facilities, except for a concern of facilities being mobile.
3.5.2.3 SPORTS FACILITIES
The Amajuba District Municipality’s Sport Sector Plan identifies a number of sports facilities
available in Dannhauser Municipality and captures these in its facilities Audit. These facilities
include South Park, which is identified as being in a poor condition, Emafusini Park, Durnacol
Sports Stadium. The KwaMdakane indoor sports centre is identified as the only sports
facility that is in a relatively good condition. There is a need to develop further public
facilities to serve the northern settlements. The municipality is currently in the process of
Constructing the Combined Sports Complex which is based in Durnacol Ward1, and the
project is funded through MIG Programme, and the municipality is planning to engage the
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Department of Sports and Recreation for ensuring that resources are combined and further
ensuring that the department participate in the process. The project is currently on phase3
which is towards completion process.
3.5.2.4 COMMUNITY FACILITIES
Dannhauser Municipality has erected Skobarein and Verdriet Halls successfully, and Ward 9
community hall is currently has been completed, and all these facilities were built through
MIG Programme, and the municipality has budgeted for Moy Community Hall, which is
falling under 2013/2014 Financial year. There is currently one official cemetery in
Dannhauser, that is, the Dannhauser Town Cemetery. The Hattingspruit and Private Muslim
cemeteries are not registered with the Dannhauser municipality. Most of these cemeteries
are reaching full capacity and the demand for burial plots is increasing due to the HIV/AIDS
pandemic. This means that new cemetery sites need to be identified within the municipal
area.
3.5.2.5 VULNERABLE GROUPS
The municipality has institutionalised the programme for Vulnerable Groups, and the Organogram had made provision for this Sector. The following committees were established for the sector Disability Forum, Local AIDS Council, Women’s Forum, Men’s Forum, and Youth, and these committees are all functional. The municipality had established Ward Based Committees for the Vulnerable Sector, and the challenge that the municipality is facing to that effect is the capacity and resources for the functioning of these committees. And the municipality had also made the budget provision for the Vulnerable Groups, and they are programmes that are aligned in terms of National and Provincial Programmes and with the SA Calendar. The groups had their annual programme which is informing the municipality on the programme thereof. The municipality had also aligned the Vulnerable Groups to the District Municipality and sector departments around the district.
The budget for Vulnerable Groups is totalling an amount of R 1, 2 Million, this vote or budget is managed by the Office of the Mayor and the Municipal Manager department.
1. LOCAL AIDS COUNCIL, VCT PROGRAMME, AIDS AWARENESS PROGRAMME
2. YOUTH - NATIONAL YOUTH DAY, SKILLS DEVELOPMENT, DRUG AND ALCOHOLIC
ABUSE PROGRAMME, PLACEMENT INCENTIVE PROGRAMME
3. WOMAN AND CHILDREN – AWARENESS ON ABUSE OF WOMEN AND CHILDREN
4. MENS FORUM- REAL MEN DON’T ABUSE, BROTHERS FOR LIFE PROGRAMME
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Figure 7: Map showing Social Facilities
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3.5.3 SOCIAL DEVELOPMENT: SWOT ANALYSIS
The figure following provides SWOT synopsis for the Social Development:
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3.6 MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT ANALYSIS
3.6.1 CAPABILITY OF THE MUNICIPALITY TO EXECUTE CAPITAL PROJECTS
The municipality has a budget which constitutes of National and Provincial Grants, Rates
and Taxes, Refuse Removal Services, Traffic Fines and Learners and Licences, and other
services. The municipality budget provides allocation Service Delivery in terms of the IDP,
salaries and allowances for Councillors and Staff, and other programmes in the budget. The
municipality had developed the capacity for implantation of the Capital Projects, and it is
also investigating the need for establishment of the PMU Section which will fall under
Technical Services, however departments had a capacity to implement their internal capital
programme. The challenge is the budget constraint which is not sufficient to meet the goals
and objectives of the municipality in respect of Capital Programme
3.6.2 FREE BASIC SERVICES
The municipality had developed the Indigent Data which was developed in terms of the
municipality Indigent Policy and currently the municipality is in the process to review the
Indigent data for ensuring that right information is captured and the data is updated.
The municipality is providing free basic services in terms of electricity, water, refuse and
sanitation, however in respect of the Water and Sanitation the services are provided by the
Amajuba District Municipality, and the transfer the allocation for basic services in terms of
allocation from equitable share, and other specific grants for particular services. In terms of
electricity the municipality is not providing the service ESKOM is providing the service, and
the municipality is paying the due allocation for Free Basic Service to ESKOM as per
registered indigent data that is approved by the Municipality.
3.6.3 REVENUE RISING STRATEGIES
During the 2009/2010 financial year the municipality had resolved that the
Revenue Enhancement Strategy be developed in order to determine strategies for
increasing capacity for revenue. During the 2010/2011 financial the municipality
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commence the process for compiling the Revenue Enhancement Strategy, the Draft
Revenue Enhancement Strategy was developed and it is due for finalisation and
submitted to Council for final approval. The municipality had also approved the
position for Debt Collector Personnel which will also increase the revenue in terms
of the Revenue Enhancement Strategy. All Consumers must be registered and
billed for services rendered;
A debts collection service to be instituted to monitor the billing and payment of
services;
An adoption of credit control policy; part of the debt collection process is the
levying of interest on outstanding payments;
Fast racking of formalization of towns;
Attracting investors for property development in order to enhance rates income.
3.6.4 MUNICIPAL CONSUMER DEBT POSITION
The municipality is currently owed by debtors an amount of R 9 Million this more on the
Rates and Taxes, and Refuse Removal Services. The amount owed to the municipality is for
a period of 3to 5years, and it is this position that the municipality will have to review this
position. The municipality is currently in the process of investigating how the monies owed
will be recovered and also considered to possible right off these monies, however the
municipality is considering to strengthen the collection of money owed to Council. Council
had prioritised the position for Debt Collection officer which will also encourage the
consumers to pay their dues to the Municipality. The municipality is in the process to
finalise the process for compilation of the Revenue Enhancement Strategy.
3.6.5 GRANTS AND SUBSIDIES
The total budget of the municipality is made up of grants and subsidies which is following
categories, Equitable Share, Municipal Infrastructure Grant, Financial Management Grant,
Special Programme Grants.
.
GRANTS 2013/2014 2014/2015 2015/2016
EQUITABLE SHARE R 52 872 000 R 60 196 000 R 74 526 000
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FINANCIAL
MANAGEMENT
GRANT
R 1 650 000 R 1 800 000 R 1 950 000
MUNICIPAL SYSTEM
IMPROVEMENT
GRANT
R 890 000 R 934 000 R 967 000
MUNICIPAL
INFRASTRUCTURE
GRANT
R 19 228 000 R 20 434 000 R 21 650 000
INFRASTRUCTURE
GRANT
R 23 228 000 R 24 934 000 R 26 650 000
INTEGRATED
NATIONAL
ELECTRIFICATION
PROGRAMME
R 3 000 000 R 5 000 000 R 00, 00
NATIONAL RURAL
HOUSEHOLD
INFRASSTRUCTURE
GRANT
R 4 000 000 R 4 500 000 R 5 000 000
EXPANDED PUBLIC
WORKS
PROGRAMME
R 1 000 000 R 00, 00 R 00, 00
TO BE CONFIRMED R 3 500 000 R 2 734 000 R 2 917 000
COUNCILLORS
ALLOWANCES
GRANT
R 3 326 000 R 3 862 000 R 4 009 000
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3.6.6 ASSETS MANAGEMENT STRATEGIES
All assets whether fixed or moveable are to be recorded in an asset register which
is electronically maintained;
The asset register is updated when assets are acquired (purchase or transfer once a
capital project has been completed) or disposed of;
On an annual basis at least there must be reconciliation between the physical asset
holding and that reflected in the asset register;
Where capital assets are transferred from the municipality, budgetary provision for
the operation and maintenance of those assets must be included.
3.7 GOOD GOVERNANCE & PUBLIC PARTICIPATION
3.7.1 GOOD GOVERNANCE
3.7.1.1 AUDIT COMMITTEE
The municipality has no Audit Committee in place, however the municipality has
entered into a Shared Service Agreement or arrangement with Amajuba District
Municipality, and there were no Audit Committee Members since the beginning of
the 2012/2013 Financial Year, and the municipality engaged the Umzinyathi
District Municipality Audit Committee Members. However the ADM had appointed
the Audit Committee Members on the 07 February 2013. The Shared Service
arrangement covers both Performance and Financial Matters. The 2011/2012
Annual Financial Statements were submitted before the Audit Committee, and
audited by Auditor General during the 2011/2012 Audit which was carried by
Auditor General’s Office.
3.7.1.2 INTERNAL AUDIT UNIT
The Municipality had contracted the Audit Firm for Internal Audit functions, and
the appointment was due for 3years, which started in 2009 to 2012 June 30. And
the municipality had extended the contract for the remaining period ending
2012/2013. The appointment was not confirmed until January 2013, this was due
to that the municipality was seeking advice. The municipality had advertised for
the Services of the Internal Audit Services Firms which will commence at the
beginning of the 2013/2014 financial year.
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3.7.1.3 PERFORMANCE MANAGEMENT SYSTEM
The Municipality had developed the Performance Management System which
covers Organisational Performance, Individual Performance which cater for all
departments in the Organisation. The PMS has been reviewed on the quarterly as
per legislation or regulation requires, it is due for review by Internal Audit Unit and
Audit Committee. The municipality had filled the following positions for Section 57
and 56 Managers, Municipal Manager, Manager Corporate Services, Manager
Technical Services, Manager Community Services, and the CFO position has not
been filled, but interviews were held at the end of January 2013, Council approved
the appointment of the CFO, and it has been submitted to COGTA for final
approval.
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3.7.2 MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
The municipality had a staff compliment of 93 employees, and all positions are on
an approved Organogram, Section 56 and 57 Manager are filled, except for CFO
which is awaiting for Council, and then will be submitted to MEC for Cooperative
Governance and Traditional Affairs for final approval. There is a high turnover staff
particularly in finance department, the following positions are vacant, Income
Accountant, there is an Acting person in this position, Expenditure Accountant not
filled yet, Senior Creditors Clerk, and other positions that were approved as per
Organogram not filled.
3.7.2.1 OPERATION SUKUMA SAKHE
In terms of Operation SukumaSakhe for Dannhauser Municipal Area, the structure
is functional and all departments are participating. The Municipality established all
Operation SukumaSakhe activities as per Provincial Government guidelines. The
Mayor is the Chairperson of the Operation SukumaSakhe, and all Councillors are
participating.
All committees for Operation SukumaSakhe were established like Task Team, War
Room in all Wards, departments, Traditional Leaderships and Ward Committees
are participating in the OSS. Operation SukumaSakhe also assist on expediting
service delivery and ensuring that services are accessible and satisfactory for
citizens.
War Rooms meetings are held on a weekly basis, and the attendance is sometimes
a challenge, and this is due to that departments are also committed on their
responsibilities on the service delivery.
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OPERATION SUKUMA SAKHE SCHEDULE
War Rooms:
Month Ward
1
Ward 2 Ward
3
Ward
4
Ward
5
Ward 6 Ward 7 Ward
8
Ward 9 Ward 10 Ward
11
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Date, Time and Venue
January 15TH KOPPIE ALLEEN HALL
15TH EMAFUSINI HALL
15TH VERDRIET HALL
15TH MILLFORD HALL
15TH KWA-MGIDIZA HALL
15TH FAIRBREEZE/ POONA
15TH KWADAKANE HALL
15TH 15TH MAFAHAWANE
15TH EASTBOURNE HALL
15TH THUSOUNG CENTRE
February 5TH KOPPIE ALLEEN HALL
5TH EMAFUSINI HALL
5TH
VERDRIET
HALL
5TH MILLFORD HALL
5TH KWA-MGIDIZA HALL
5TH FAIRBREEZE/ POONA
5TH KWADAKANE HALL
5TH MAFAHAWANE
5TH EASTBOURNE HALL
5TH THUSOUNG CENTRE
March 5TH KOPPIE ALLEEN HALL
5TH EMAFUSINI HALL
5TH
VERDRIET
HALL
5TH MILLFORD HALL
5TH KWA-MGIDIZA HALL
5TH FAIRBREEZE/ POONA
5TH KWADAKANE HALL
5TH MAFAHAWANE
5TH EASTBOURNE HALL
5TH THUSOUNG CENTRE
April 9TH KOPPIE ALLEEN HALL
9TH EMAFUSINI HALL
9TH
VERDRIET
HALL
9TH MILLFORD HALL
9TH KWA-MGIDIZA HALL
9TH FAIRBREEZE/ POONA
9TH KWADAKANE HALL
9TH MAFAHAWANE
9TH EASTBOURNE HALL
9TH THUSOUNG CENTRE
May 7TH KOPPIE ALLEEN HALL
7TH EMAFUSINI HALL
7TH
VERDRIET
HALL
7TH MILLFORD HALL
7TH KWA-MGIDIZA HALL
7TH FAIRBREEZE/ POONA
7TH KWADAKANE HALL
7TH MAFAHAWANE
7TH EASTBOURNE HALL
7TH THUSOUNG CENTRE
June 4TH KOPPIE ALLEEN HALL
4TH EMAFUSINI HALL
4TH
VERDRIET
HALL
4TH MILLFORD HALL
4TH KWA-MGIDIZA HALL
4TH FAIRBREEZE/ POONA
4TH KWADAKANE HALL
4TH MAFAHAWANE
4TH EASTBOURNE HALL
4TH THUSOUNG CENTRE
July 3TH KOPPIE ALLEEN HALL
3TH EMAFUSINI HALL
3TH
VERDRIET
HALL
3TH MILLFORD HALL
3TH KWA-MGIDIZA HALL
3TH FAIRBREEZE/ POONA
3TH KWADAKANE HALL
3TH MAFAHAWANE
3TH EASTBOURNE HALL
3TH THUSOUNG CENTRE
August 6TH KOPPIE ALLEEN HALL
6TH EMAFUSINI HALL
6TH
VERDRIET
HALL
6TH MILLFORD HALL
6TH KWA-MGIDIZA HALL
6TH FAIRBREEZE/ POONA
6TH KWADAKANE HALL
6TH MAFAHAWANE
6TH EASTBOURNE HALL
6TH THUSOUNG CENTRE
September 3TH KOPPIE ALLEEN HALL
3TH EMAFUSINI HALL
3TH
VERDRIET
HALL
3TH MILLFORD HALL
3TH KWA-MGIDIZA HALL
3TH FAIRBREEZE/ POONA
3TH KWADAKANE HALL
3TH MAFAHAWANE
3TH EASTBOURNE HALL
3TH THUSOUNG CENTRE
October 8TH KOPPIE ALLEEN HALL
8TH EMAFUSINI HALL
8TH
VERDRIET
HALL
8TH MILLFORD HALL
8TH KWA-MGIDIZA HALL
8TH FAIRBREEZE/ POONA
8TH KWADAKANE HALL
8TH MAFAHAWANE
8TH EASTBOURNE HALL
8TH THUSOUNG CENTRE
November 5TH KOPPIE ALLEEN HALL
5TH EMAFUSINI HALL
5TH
VERDRIET
HALL
5TH MILLFORD HALL
5TH KWA-MGIDIZA HALL
5TH FAIRBREEZE/ POONA
5TH KWADAKANE HALL
5TH MAFAHAWANE
5TH EASTBOURNE HALL
5TH THUSOUNG CENTRE
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Month Date Venue
January 8th
(Tuesday) KwaMdakane
Thusong Service
Centre
February 5th
(Tuesday) KwaMdakane
Thusong Service
Centre
March 5th
(Tuesday) KwaMdakane
Thusong Service
Centre
April 2th (Tuesday) KwaMdakane
Thusong Service
Centre
May 7th
(Tuesday) KwaMdakane
Thusong Service
Centre
June 4th
(Tuesday) KwaMdakane
Thusong Service
Centre
July 2th (Tuesday) KwaMdakane
Thusong Service
Centre
August 6th
(Tuesday) KwaMdakane
Thusong Service
Centre
September 3th (Tuesday) KwaMdakane
Thusong Service
Centre
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3.7.2.2 WARD COMMITTEES AND CDW’S
Ward Committees were all elected at the beginning of the term of the new Council,
starting from 2011, and they are functional in all Wards. The municipality had set
aside budget of R 1 000 000, which covers a stipend portion of R 400, with airtime
allowance or R 50 00 per Ward Committee member, and a R 100 for a Transport
Allowance for meetings that are per approved by Speaker and other activities of
Council. Ward Committees are meeting on a monthly basis, as per schedule that
approved by Council, their reports are submitted the Office of the Speaker and
Manager Corporate Services, which then submit it to EXCO for decision.
Dannhauser Municipality were allocated 8 CDW’s, and the following Wards were
prioritised Ward2, 3, 4, 5, 8, 9, and 11And the CDW’s are also under office of the
Speaker, Manager Corporate Services and Public Participation Officer are
responsible for CDW’s. CDW’s are participating to all Council activities, like Ward
Committee meetings, Constituency Meetings, War Room, and Operation Sukuma
Sakhe
3.7.2.3 PUBLIC PARTICIPATION
The municipality had develop the Public Participation Policy which is falling under
the Office of the Speaker, and the policy reflect the following the areas for
communication on issues of local government, IDP/Budget Roadshows,
Constituency Meetings. Constituency Meetings are held on a quarterly basis, and
Constituency Meetings aimed ensuring that the Ward Councillor report on a
quarterly basis, the Councillor is allowed to issues that are based on progress made
in the Ward and also report on issues that they are for implementation purpose.
The municipality also established an sms system which allows communities to
report on different issues, and facebook page was also established for
communicating on issues of local government. The municipality had established
the Website Page where all issues concerning development, policies, IDP, Budget,
October 1th (Tuesday) KwaMdakane
Thusong Service
Centre
November 5th
(Tuesday) KwaMdakane
Thusong Service
Centre
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PMS, Procurement, Policies and other matters are loaded on month to month
basis.
3.7.2.4 WARD CONSTITUENCY CONSULTATION
The municipality has developed a reporting framework to Community by Ward
Councillors, and the Office of the Speaker convenes Ward Constituency meetings,
by annually. These meetings create reporting opportunities by Ward Councillors
and the Mayor in all 11Wards. Public also allowed to further engage on issues of
development, and make in put on any projected development for the municipality.
The Ward Constituency Meetings are held on a quarterly basis, however currently
the municipality can only convene 2meetings a year due to limited budget. During
these sessions of meetings the sector departments are invited and report on
programme that the departments are responsible for. The municipality provide
transport, publicity, venues and catering for these meetings. The most effective
means of communication for Constituency Meetings are Loud hailing, Print Media
advertisement, and postering, as well Facebook page.
3.7.2.5 POVERTY AVELLIATION PROGRAMME
Currently the municipality had no Poverty Alleviation Strategy in place, the
municipality will develop the Poverty Reduction Strategy during the 2013/2014
financial year. Currently the municipality from 2012/2013 financial year had
budget Municipal Zibambele Programme, where the municipality will enrol 121
people for a period of 2years, this is not form of employment opportunities and it
is kind of safety net initiative. The target group to the programme is the non-youth
individuals, and primarily falls under indigent bracket. All Wards will benefit in the
programme, and participants are identified by Ward Councillors, and then the
panel comprised of officials conduct an assessment on individual households.
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3.8 COMBINED SWOT ANALYSIS
3.9 KEY DEVELOPMENT CHALLENGES
The municipality is formerly a mine town and also depending on Agriculture as a
key sector, and the closure of mines increase the rates of unemployment and
poverty.
Limited Revenue for funding development activities
Capacity Challenge, there is high turnover staff particularly finance department.
Land issue not resolve due to that it minimise opportunity for development and
further do not allow the municipality to grow and align it with the surrounding
municipalities.
The other challenge which is greatest challenge to the development is the revenue,
currently the municipality is highly depending on grants from National and
Provincial Government, however there is income which the municipality generates
from the Rates, Refuse Collection, Traffic Fines, and Licencing, and other services.
Though the municipality had implemented the MPRA it is has not make any
improvement to improve income for ensuring that service delivery.
Private Sector contribution to development is a challenge which minimise the
constant growth in development and sustainability to the existing infrastructure.
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SECTION D:
VISION, GOALS, OBJECTIVES AND
STRATEGIES
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4 VISION, OBJECTIVES AND OBJECTIVES
4.1 STRATEGIC LINK WITH THE PROVINCIAL DEVELOPMENT STRATEGY
The KwaZulu-Natal Province development vision is outlined in the recently
introduced Provincial Growth and Development Strategy (PGDS). The PGDS is a
primary strategy for KwaZulu-Natal that drives growth and development in the
Province to 2030. It provides the province with a rational strategic framework
for accelerated and shared economic growth through catalytic and
developmental interventions, within a coherent equitable spatial development
architecture, putting people first, particularly the poor and vulnerable, and
building sustainable communities, livelihoods and living environments (PGDS,
2011).
Concomitant attention is also given to the provision of infrastructure and
services, restoring the natural resources, public sector leadership, delivery and
accountability, ensuring that these changes are responded to with resilience,
innovation and adaptability. The Dannhauser Municipality IDP is formulated within the
framework of the PGDS and is fully aligned with the provincial development goals.
4.2 MUNICIPAL VISION AND MISSION
4.2.1 DEVELOPMENT VISION
The municipal council’s vision for long term development municipality with special
emphasis on municipality’s most critical developmental and internal
transformation needs. The adopted vision reads as follows:
“By 2021 (2030), Dannhauser municipality will be financially
viable to the extent allowing for provision of all municipal
basic services, supported by its transformed staff
establishment; a viable economy; attractive living
environment, reasonable job opportunities and agricultural
development which all creates a better life for all
Dannhauser citizens”.
DANNHAUSER MUNICIPALITY DEVELOPMENT VISION
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4.2.2 MISSION STATEMENT
The municipal vision will be achieved through the following mission:
4.3 DEVELOPMENT GOALS
Dannhauser Municipality strives to contribute to building a developmental local
government as envisaged in the Constitution and outlined in various local
government legislation. This includes undertaking the following activities:
o Provide democratic and accountable government for local communities
o Be responsive to the needs of the local community
o Ensure the provision of services to communities in a sustainable manner
o Promote social and economic development
o Promote a safe and healthy environment
o Encourage the involvement of communities in the matters of local government
o Facilitate a culture of public service and accountability amongst its staff
o Assign clear responsibilities for the management and co-ordination of these
administrative units and mechanisms.
The outcomes of meeting these objectives as identified by the Local Government
Turnaround Strategy include:
o The provision of household infrastructure and services
o The creation of liveable, integrated and inclusive cities, towns and rural areas
o Local economic development and community empowerment and distribution.
“Dannhauser Municipality will utilize limited and available resources
to achieve reasonable financial capacity for eradication of basic
services backlogs, through creation of an enabling environment,
with special emphasis on agriculture, mining and industrial
development”.
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4.4 DEVELOPMENT OBJECTIVES
DEVELOPMENT PRIORITIES DEVELOPMENT OBJECTIVES
Integrated Basic Municipal
Services
To ensure provision of all basic services to the entire community of Dannhauser; To meet the national norms and standards on accessibility of basic municipal services; To ensure that Dannhauser enjoys economic growth; To ensure that Dannhauser attracts investors for industrialization; To ensure provision of public facilities and amenities in all wards enabling economic
engagements; To provide the community with space for pubic engagements between themselves and with
the entire government of the Republic; To ensure full compliance with pieces of legislation relevant to local government.
Local Economic Development To ensure that Dannhauser enjoys economic growth;
To ensure that Dannhauser attracts investors for industrialization
Essential public facilities and
amenities
To ensure provision of public facilities and amenities in all wards enabling economic
engagements;
To provide the community with space for pubic engagements between themselves and with
the entire government of the Republic;
To ensure full compliance with pieces of legislation relevant to local government
Municipal self-financial
sustainability and best To build a municipality with adequate revenue for self-sustainability;
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DEVELOPMENT PRIORITIES DEVELOPMENT OBJECTIVES
management
To eradicate dependency on grants by the municipality;
To enhance the achievement of a clean audit report by 2014 onwards;
To create a culture of good financial management with special emphasis on revenue;
expenditure; controls and systems improvement;
To establish political structures and ensure election of respective office - bearers within the
ambit of law;
Good co-operative governance
and strategic public
participation
To formulate legislative and other delegations for all office – bear; political structure and
officials;
Institutional development and
internal transformation To foster a culture of public participation and government for the people;
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4.5 STRATEGIES AND PERFORMANCE TARGETS
Table 6: Strategic and Performance Targets
PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
B
ASI
C S
ERV
ICE
DEL
IVER
Y:
RO
AD
S EL
ECT
RIC
ITY
Full MIG utilization; Identification of roads to be done by the District
Municipality;
Construction of the 80km of access (rural) roads to all identified11wards
Engagement with DOE and ESKOM on achievement of universal access;
Submission of the balance of households to the said two stakeholders;
Electrification of unelectrified households in the Dannhauser area between 2012 and 2013 and submission no later than June 2012
Calculation of current allocation through Amajuba District Municipality against the intention of drafting new business plans for additional funding;
Provision of sanitation to all Dannhauser households as per ward based information from 2011 to 2014
Make full and final internal funding allocation and/ or; Filing an application for funding with DOE;
Provision of alternative energy to all deep rural households in Dannhauser by 2015
Verification of current water reticulation program from Amajuba District Municipality;
Filing an application for funding with office of the Premier and relevant departments to speed up water provision to all;
Provision of water to all Dannhauser households by 2016
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
A minimum of one road per annum; Lobbying for additional funding with Provincial
government or other agencies;
Rehabilitate and construct the key urban roads up to an acceptable standard by 2016
P
UB
LIC
AM
ENIT
IES
AN
D F
AC
ILIT
IES
o Utilization 2012/13 relevant professional fees for ward 6 Preparation of a business plan for ward 2 hall Identification of ward 2 hall site and execution of planning
and development processes.
Build community halls in ward2 and ward6
Regular engagement with office of the Premier on funding due to the Municipality
Filling an application for funding with agencies including National lotteries Board
Provision of child care facilities in all 11wards
Submission of a business plan to the relevant authority for MIG.
Early identification of a site Execution of development planning processes
Building of taxi rank with hawkers shelters
Setting internal budget aside for the project Site identification Conclusion of a CBD plan for alignment purposes
Provision of recreation facility (park) in ward2
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Conclusion of a CBD plan for planned development Invitation of developers and screening to assess capability
Facilitation for the construction of the mall in Dannhauser
Submission of the project to the department of education
Building a primary school in ward 5 and 1 Building a high school in ward 2
Facilitation for the building of primary and high schools in ward1, 2, and ward 5
Early identification of land Internal budget allocation and/or Application for funding from relevant agencies
Provision of market facility in ward 2
Early identification of land Internal budget allocation and/or Application for funding from relevant agencies
Provision of nursery in ward 2
Identification of land by Councilors Acceptance of relevant consents from owners or
Ingonyama Trust Internal budget allocation and/or application for funding
from the agencies
Provision of sport fields in all 11wards
Speedy construction Early appointment of relevant contractors Continuous MIG allocation
Construction of Durnacol sports complex
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Municipal financial viability Adoption of a comprehensive debt collection policy Implementation of the said policy Regular reporting to EXCO
Ensuring that monies that are owed to the municipality are collected, (rates, taxes, traffic fines and other services that are collected)
Filling of all vacant positions with qualified personnel Early requisition of advertisement of the posts by the
department
Ensuring that the finance department is provided with necessary employees for effective running of the department
Commissioning of a cleansing project Allocation of cleansing under MSIG
Ensure that the cleansing of data base is undertaken for updating particulars clients and that all clients are registered and billed in terms of property act requires.
Public participation and good governance Timely reporting to Treasury; Provincial and National state
departments Reporting to EXCO and Council Reporting on compliance levels covering all compliance
matters
Ensure that statutory reports are prepared and submitted to the relevant committees and other authorities as per legislative requirements
Monthly submission of section 71 and 72 reports to EXCO or Council
Ensure that the section 71 and 72 reports are prepared and submitted to relevant structures (exco, council, national treasury and provincial treasury) as per legislation requires
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Ensure sitting of audit committee Monitor shared service issues Ensure presentation of audit committee matters by its
chairperson before council
Ensure that the audit committees executes its duties in terms of oversight
Utilization of external service providers for effectiveness and efficiency
Continuous commitment of internal audit committee
Ensure that the internal audit unit functions accordingly and is appointed
Early replacement or filling of vacancies Regular sittings as per the schedule of meetings
Ensure that ward committees are established and functional
Budget allocation for sittings Provision of adequate technical support to the office of
the Speaker
Ensure that the constituency meetings are held quarterly in all wards
Quarterly report on sitting of portfolio committees Nomination of resource officials for committees
Ensure that the portfolio committee meetings are held as per council annual schedule
Regular monitoring of compliance Reporting on key items like absenteeism
Ensure that standing rules of order is reviewed and implemented
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Standing item on ward committees in EXCO agenda Submission of a detailed report for discussion
Ensure that the ward committee reports are submitted to EXCO and council for discussion and implementation
Preparation of monthly financial statements Submission of monthly statements to EXCO Finalization of AFS on second week of August
Ensure that 2011/2012 annual financial statements are prepared and submitted to Auditor General by 31 august 2012
Preparation of draft performance report at the end of June
Ensure that the 2011/2012 annual performance report is prepared and submitted together with the annual financial statements by 31 august 2012
Preparation of relevant schedule Provision of technical support to the Mayor and Speaker Allocation of public participation resources
Ensure that the public participation process are undertaken as legislation requires
LOC
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Forming Municipal Community partnership Allocation of resources to formalize; train and register co
operatives
Ensure that cooperatives are established and are utilized and functional
Commitment of an analysis on best method for public engagement
Ensure that the project for the farm is linked with the LED initiatives and functional
Continuous assessment of current initiatives against outcomes
Ensure that bankable business plans for anchor projects are prepared and prioritised by Exco and led forum
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Adoption of a schedule of meetings of LED forum Consideration of LED as key driver of economy Provision for LED in budget allocations
Ensure that led forum and other committees are held for coordination and input on LED matters
Synergy between LED and job creation with visible benefits and spin-offs
Ensure that job creation activities are aligned with LED interventions
Mobilization of investors Rehabilitation of the industrial area Adoption of investment friendly financial policies and
bylaws
Ensure that the municipality facilitates the attraction of investors for Dannhauser area and for district economic growth
Contributions through SLPs and other ways by mining industry
Mobilization of regular social commitments by private sector on priority service delivery issues
To ensure a strong public, private partnership in order to address
Spatial development and environmental Recruitment of technical support for LUMS Enforcement of alignment between SDF and LUMS
through bylaws Finalization of LUMS Submission LUMS to council for adoption Public consultation and final adoption
Ensure that the spatial development framework is prepared and aligned with LUMS
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PRIORITY ITEM
STRATEGIES PERFORMANCE TARGETS
Introduction of LUMS bylaws to traditional leadership; Ingonyama Trust and other land owners
Ensure that land use management system is approved by council and consultation with stakeholders
Recruitment of bylaw implementers Mobilization of all implementation resources
Ensure that the municipality consult and engaged land owners and traditional leadership on the usage of land
Ensure that the municipality implement the LUMS as per council resolution
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MARCH 2013
SECTION E:
IMPLEMENTATION PLAN
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5 IMPLEMENTATION PLAN
5.1 STRATEGIC MAPPING
5.1.1 DESIRED SPATIAL OUTCOMES
Dannhauser Municipality’s development vision was developed as part of the
Integrated Development Planning process in line with the requirements of the
Municipal Systems Act. The vision commits the municipality to economic vibrancy,
employment generation, affordable inhabitation, environmental endowment,
trade and investment. This is in line with the Agenda 21 understanding of
sustainability – commitment to future generations.
The attainment of this vision requires the municipality to facilitate the
development of a spatial system that:
o Is sustainable from a social, economic, financial, physical and institutional perspective;
o Provides for an efficient movement system, use of scarce Resources and decision making
processes;
o Promotes integrated development; and
o Equitable access to development opportunities.
Such a spatial system will create an environment conducive to economic
development and growth. It will promote social and economic development and
contribute to the achievement of the development objectives as outlined in the
IDP.
More specifically, the SDF seeks to influence directly the substantive outcomes of
planning decisions, whether they relate to the refinement of the SDF through
framework and precinct plans or decisions on land use change or development
applications and to achieve planning outcomes that:
o Facilitates restructuring of spatially inefficient settlements;
o Promote the sustainable use of the land;
o Channel resources to areas of greatest need and development potential;
o Redress the inequitable historical treatment of marginalized areas;
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o Take into account the fiscal, institutional and administrative capacities of role players,
the needs of communities and the environment;
o Stimulate economic development opportunities in rural and urban areas; and
o Support an equitable protection of rights to and in land.
In addition, the Dannhauser Municipality SDF promotes:
o Accountable spatial planning, land use management and land development decision-
making by organs of state;
o Cooperative governance and wider information sharing in plan-making and
implementation; and
o Maximum openness and transparency in decision-making.
5.1.2 DESIRED SPATIAL FORM AND LAND USE
The Dannhauser Municipality boundary was delineated based on a number of
factors including population movement patterns, lines of investment and sphere of
influence of the existing regional or sub-regional centres. As such, the area could
be regarded as a system of interests with a number of sub-systems operating
within it. The emphasis of the SDF is not so much on defining and interpreting the
manner of operation of the entire system, but to re-enforce linkages and
interdependence between the constituent parts, clearly articulating the role of
each part and providing for feedback loops. An efficiently functioning spatial
system would perform in line with the spatial development norms and standards,
and would generate predictable outcomes. As such, the Dannhauser spatial system
comprises of the following main components:
o Service centre/commercial hubs with varying levels of impact and spheres of influence.
Some already exist and require consolidation while others are incipient and should be
allowed to evolve.
o Link roads, which also serve as development corridors whose role is mainly defined in
terms of the associated economic development sectors, land use pattern and role in the
sub regional economy.
o Settlements located in different environments including urban, peri-urban and rural
areas.
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o Agricultural land, which needs to be preserved while also unlocking opportunities for
tourism and other economic development initiatives.
o Environmental management areas given the location of the area in relation to the
Ntshingwayo Dam.
Each of these plays an important role in the functioning of the spatial system.
5.1.3 SPATIAL RECONSTRUCTION AND STRATEGIC INTERVENTION AREAS
The following are the key elements of a spatial restructuring program for
Dannhauser Municipality:
o Hierarchy of corridors.
o Hierarchy of nodes
o Settlement clusters.
o Other land use categories.
5.1.3.1 HIERARCHY OF DEVELOPMENT CORRIDORS
Development corridors in Dannhauser Municipality occur at different scales
depending on function and categorization of the transportation route that forms
the basis of the corridor. They carry the flows of people and trade between two
points (origin and destination) and encourages nodal development at strategic
point.
Corridor development as a spatial structuring element and a tool for economic
growth, seeks to create functional linkages between areas of higher thresholds
(levels of support) and economic potential, with those that have insufficient
thresholds. This will enable areas that are poorly serviced to be linked to areas of
opportunity and benefit with higher thresholds. Corridors constitute an effective
form of decentralization and enable larger and smaller activities to form a
relationship. Linear systems can handle growth and change well. They are an
effective means for breaking down fragmentation and increasing integration and
spatial transformation.
A System of development corridors in Dannhauser have been developed based on
the levels of mobility and access routes, intensity of use and role in the regional
spatial economy.
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The upgrade and road maintenance projects on corridors that lead to development
opportunity areas such as rural service centres, high potential agricultural land and
tourism nodes should be prioritized as this will encourage investment, improve
accessibility and enhance mobility. This principle supports the phased approach to
development, targeting areas of greatest potential first. Development corridors are
effective in linking infrastructure and economic development as towns and
structures connect to each other in a functionally effective manner.
5.1.3.1.1 PRIMARY DEVELOPMENT CORRIDOR
The N11 national road linking Newcastle (the Amajuba’s regional centre) to the
north of the municipal area and Ladysmith (the uThukela District’s regional centre)
to the south of the municipal area. This corridor serves both as a transport and
tourism corridor.
This road also provides an alternative route to the Gauteng province, which may
attract both domestic and international tourists thereby presenting opportunities
for LED type projects in certain locations.
5.1.3.1.2 SECONDARY DEVELOPMENT CORRIDORS
Secondary corridors provide vital linkages to service satellites in the district and
ensure connectivity with service delivery in the communities. The secondary
corridor is the R621 main road. It links the town of Dannhauser and the
Hattingspruit satellite to the N11 (and onto Newcastle) to the north and to Dundee
and Glencoe (and on to the R33 main road) to the to the south.
5.1.3.1.3 TERTIARY CORRIDORS
Tertiary corridors link service satellites in the sub-district and provide access to
public and commercial facilities at a community level. There are three tertiary
corridors, which are as follows:
o Road 272, which runs south from main road 483 (which links Madadeni and Osizweni in
the adjacent Newcastle municipal area. Down to Road 38 and on to Dannhauser to the
south west or alternatively on to Dundee (in the adjacent Endumeni Municipality) to the
southeast.
o Road 296 which runs south-east from Osizweni and on to road 38 to Dannhauser (linking
the satellites of Naasfarm, Thirst and Kilkeel to Dannhauser) or alternatively on to Flint,
Road 240 and then Road 272 to Dundee to the south; and
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o Road 205-2, which runs from the N11 in a westerly direction and links through to Road
39 to the north of the municipal area.
5.1.3.2 DEVELOPMENT NODES
One of the key issues facing Dannhauser Municipality is a poor settlement pattern,
which manifests in the form of the dominance of Dannhauser Town as a regional
service centre h as well as the general rural character of the area. The net effect of
this is the inability to decentralize and coordinate service delivery at a localized
level. As a means to address this, the municipality will facilitate the evolution of a
system of nodes incorporating primary, secondary and tertiary nodes.
An activity node offers the opportunity to locate a range of activities, from small to
large enterprises, often associated with mixed-use development. They are
generally located along or at the cross-section of development corridors.
Activity nodes serve as points in the spatial system where potentially access to a
range of opportunities is greatest, where networks of association create diversity
and where people are able to satisfy the broadest range of their day-to-day needs.
Being points of maximum economic, social and infrastructure investment, as well
as representing established patterns of settlement and accessibility, these nodes
must be regarded as primary devices on which to anchor the structure of the sub-
regional spatial system.
5.1.3.2.1 PRIMARY NODE
Dannhauser town is an important economic node and service centre providing key
functions to the surrounding rural areas. It also serves as the key administrative
node and provides commercial, agricultural, industrial, social and community
services to the surrounding rural areas. Dannhauser accommodates the municipal
offices, a police station as well as a variety of commercial and retail outlets.
5.1.3.2.2 SECONDARY NODE
Secondary nodes provide educational, economic and community services to the
surrounding rural communities. Most of the rural nodes within Dannhauser
municipality are classified as secondary service nodes where a range of services
and economic activities can be concentrated in a sustainable way. A secondary
node is usually located at an accessible location within an acceptable walking
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distance of a particular community. The following secondary nodes are proposed
for Dannhauser municipality:
o Hattingspruit is identified as a town in the Dannhauser IDP.
o KwaMdakane is identified in the Dannhauser IDP as a service hub as it provides a higher
order and more permanent range of services.
5.1.3.2.3 TERTIARY CENTRES
In addition to the secondary nodes, provision needs to be made for the
development of community centres within a cluster of settlements. These small
centres will serve as location points for community facilities serving the local
community such as:
o Primary and secondary schools.
o Clinics including mobile clinics.
o Pension pay points.
o Community halls and other community facilities.
The following have been identified as tertiary centres/nodes:
o Nyanyadu
o Buffalo flats area
o Settlements within the Ubuhlebomzinyathi community authority.
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5.2 5 YEAR STRATEGIC PLAN
ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
NATIONAL DANNHAUSER
Institutional Transformation
Sound management, administration and development
To ensure that citizens are satisfied with the quality of service provision from the municipality and other service providers.
MM Develop and implement customer satisfaction measurement criteria, process and reporting.
Stakeholders to agree on measurement
Criteria and process.
Undertake customer satisfaction surveys.
Report presented to Council.
Published report.
31 October 2013
06 December 2013
Quarterly
March 2014
To ensure effective management of the municipality
MM Monitor, assess and report on the performance of senior managers.
Hold regular management meetings.
Performance Contracts of senior managers approved by EXCO.
Assessment and reporting on S57 employee’s performance.
At least once a month.
July 2013
Quarterly
MM Performance Management System
Review the performance management system annually.
January 2014
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
MM Ensure that an IDP or IDP Review is prepared annually in accordance with the legislation that links to the budget and to the PMS.
Full or reviewed IDP annually. June 2014
MM Effective internal and external auditing.
Consideration of reports and queries from internal auditors.
Attend meetings of the Audit Committee.
Deal with matters and queries from the Auditor General.
Attend audit meetings convened by the Auditor General.
Submit audit reports to the Executive Committee & Council.
Regularly
Quarterly
As needed
As needed
Quarterly and as prescribed
All Departments
To manage and ensure that expenses are incurred within the approved budget.
DP progress reports submitted to Municipal Manager.
Monitoring of operational and capital budget expenditure.
Quarterly
Monthly
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
Ensure that the municipality has adequate financial resources to meet the annual performance objectives of the municipality.
MM Ensure compilation of the 2014/2015Multi-Year Budget.
Process Plan approved by ExCo and Council
Draft budget submitted to ExCo& Council
Budget approved by Council
Aug 2013
March 2014
May 2014
MM Monitor implementation of the 2014/2015 Budget.
Monthly reports to ExCo (Mayor)
Adjustment Budget approved
Monthly
Jan 2015
MM Monitor municipality’s compliance with the MFMA.
Ensure that reports are submitted to the National Treasury and EXCO.
Monthly
Finance Ensure that the municipality is adequately resourced to meet the annual performance objectives of the municipality.
Preparation of the annual operational and capital budget.
Annually
To ensure that council has sufficient institutional capacity and resources to meet
Corporate Services
Vacant posts to be filled. Institutional structure to be finalized.
Recruitment, selection and placement of new staff.
October 2013
31 October 2013
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
the challenge associated with its transformation into a developmental municipality.
Corporate Services
Ensure skills development and capacity building.
Implement in-house staff training policy.
Determine staff skills gaps.
Arrange staff training ass required.
30 June 2013
Completed
Ongoing
MM Ensure that Departmental staff is capacitated.
Arrange capacity building for staff as per shortcomings identified.
Ongoing
Eng Services Ensure that Departmental staff are capacitated.
Arrange capacity building for staff as per shortcomings identified.
Ongoing
Community Services
Ensure that Departmental staffs are capacitated.
Arrange capacity building for staff as per shortcomings identified.
Ongoing
Finance Ensure that Departmental staffs are capacitated.
Arrange capacity building for staff as per shortcomings identified.
Ongoing
Facilitate and encourage compliance with municipal by laws and regulations, as well
Eng Services Ensure that buildings within the areas of regulation comply with the National Building Regulations.
Compliance of new buildings with National Building Regulations.
Ongoing
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
as other planning and building-related regulations.
Eng Services The implementation of the Land Use Management System (LUMS).
Adoption and implementation of LUMS for urban areas.
Preparation and implementation of the rural LUMS, Including tribal areas, when legislation permits.
October 2013
(Problems experienced. DLGTA to advise)
To be determined.
Eng Services To ensure new billboards comply with the municipal by-laws.
Initiate the preparation of new by-laws where gaps identified.
Compliance of new signage with the municipal by-laws.
Ongoing
Ongoing
Eng Services The implementation of trade regulations.
To ensure trade regulations are complied with. Ongoing
Eng Services The effective management of markets.
To ensure municipal by-laws are prepared when markets are developed to regulate trade.
To regulate markets.
When required.
On-going
Community Services
The effective management of abattoirs.
To regulate the establishment and operation of abattoirs.
On-going
Community Services
Regulate street trading. Ensure compliance with
street trading regulations. On-going
Community Services
The implementation of air and noise pollution regulations.
To ensure air and noise pollution are complied with. On-going
Community Services
To regulate the licensing of dogs. To ensure compliance with by-laws relating to dog licensing.
On-going
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
The provision of advice to Councillors.
MM Maintaining IDPRF meetings to support the IDP and to provide feedback to the community and councillors.
At least 3 IDPRF meetings per IDP Cycle.
Quarterly
MM The holding of regular council meetings.
The holding of at least 4 Council meetings per annum
MM Ensuring that the portfolio committees take place.
The holding of regular portfolio committee meetings.
Ongoing
Infrastructure and services
Provision of municipal services to all citizens
Maintenance of existing municipal infrastructure.
Eng Services Ensure that adequate budget allocated annually to maintain municipal infrastructure.
Sufficient funds allocated annually to the Operations and Maintenance (O&M) Budget in the municipal budget.
Annually
To ensure that all households within the municipal area are serviced in terms of water provision and sanitation to agreed minimum levels.
Eng Services Adequate water and sanitation provision.
Participation in Water Service Provider meetings to ensure equitable allocations and forward planning.
Inputs into the WSDP Review process.
Ongoing
Storm water drainage maintenance.
Maintenance and upkeep of the municipal storm water system.
Ongoing
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ORGANISATIONAL KEY
PERFORMANCE AREAS
ORGANISATIONAL KEY PERFORMANCE INDICATORS
RESPONSIBLE DEPTMENT
DEPARTMENTAL KPA’S PERFORMANCE TARGET TIMELINE
To facilitate the access of all households within the municipal area to energy services.
Eng Services Access to energy services. Participation in the DM’s Electrical Supply Development Plan (ESDP) preparation process.
Facilitate community applications to ESKOM for electricity where and when required.
Ongoing
Ongoing
Access to street lighting. Maintenance of municipal street lighting.
Responding to requests for additional lighting.
Ongoing
Ongoing
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5.3 CAPITAL PROJECTS
NO. PROJECT DESCRIPTION WARD OR OTHER
BUDGET TARGET TIME FRAME
Responsible Departments: Municipal Manager/ Technical Services/ Finance
1. Industrial area extension and upgrade
Rehabilitation and upgrade of the industrial area
2 R 48 000 000 Well service and structured industrial area
2012/2013, 2013/2014, 2014/2015, 2015/2016
2. Pavement lighting Upgrade lighting of the street light pavement at the main street
2 R 1 500 000 Pavement lighting 2012/2013, 2013/2014
3. Electrification project Achieving universal access of electricity to Dannhauser area
8, 3, 1 R 25 000 000 Provision of electricity to all Dannhauser area
2012/2013, 2013/2014
4. Mini shopping centre Provision of shelter or facility for informal business sector
2 R 1 500 000 Mini shopping centre
2012/2013, 2013/2014
5. Land acquisition Securing land for cbd area expansion and development
2 R 6 500 000 Enough land for town expansion
2012/2013, 2013/2014
6. Ubuhlebomzinyathi housing project
Provision of 2500 houses 9,10,6 R 200 000 000 00 Provision of proper houses
2013/2014, 2014/2015
7. Dannhauser housing project
Provision of 1000 houses to Dannhauser town residents
2 R 70 000 000 Provision of proper houses
2012/2013, 2013/2014, 2014/2015
8. Ramaphosa housing project
Provision of 100 housing to Ramaphosa resident
2 R 13 400 000 Provision of proper housing to Ramaphosa
2012/2013, 2013/2014
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NO. PROJECT DESCRIPTION WARD OR OTHER
BUDGET TARGET TIME FRAME
community
9. Ward6 community hall
Provision of public amenties
6 R 3 500 000 Community hall 2013/2014
10. Ward2 town hall Provision of town hall 2 R 5 500 000 Town hall 2013/2014
11. Alternative energy project
Provision of solar panels alternatively to areas where there is no infrastructure
1,10, 9,8 R 1 000 000 Solar panels to prioritised wards
2013/2014
12. Mast light projects Provision of mast lights for lighting and reducing crime
7, 3, 10, 8, R 1 200 000 Mast light to prioritised areas or wards
2013/2014
13. Civic centre project Provision of proper facility for municipality and other government departments for centralisation of services and easily accessible
2 R 40 000 000 Civic centre 2013/2014, 2014/2015
14. Traffic centre offices Provision of traffic offices for better services
2 R 35 000 000 Fully equipped traffic centre
2013/2014, 2014/2015
15. Durnacol sports complex project
Decentralising sports venue for proper coordination and ensuring that durnacol becomes a sports hub
1 R 7 000 000 Durnacol sports complex
2013/2014, 2014/2015
16. Rural roads projects Provision of access roads for accessibility of services
3,2,4,1,5,7,4
R 10 000 000 Rural/access roads 2013/2014, 2014/2015
17. Urban roads projects Upgrade centre town 2,1 R 20 000 000 Market related 2013/2014,
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NO. PROJECT DESCRIPTION WARD OR OTHER
BUDGET TARGET TIME FRAME
roads, tarring and improving residential roads
roads for urban area 2014/2015, 2015/2016
18. Dannhauser health care centre
Provision of health care centre for the Dannhauser area
2 R132 000 000 Dannhauser health care centre
2012/2013, 2013/2014
19. Dannhauser traffic light (robot)
Provision traffic light (robot) at the entrance of the town
2 R 300 000 Traffic light at the entrance of Dannhauser
2013/2014
20. Thusong library service
Provision of the mobile library at thusong service centre
11 R600 000 (accelor mittal)
Mobile library 2013/2014
21. Dannhauser farm project
Institutionalising the farm in a business idea for led initiatives
1 R 1 000 000 Functional Dannhauser farm, and instutionalised
2013/2014
22. Community skills development
Training and registration of cooperatives
1-11 R 250 000 Empowerment of community in different areas
2013/2014
23. Sports fields upgrade Upgrade sports fields in all 11wards
1-11 R 400 000 Community sports fields upgraded
2013/2014
24. Rural cemetery project
Fencing rural cemeteries 1-11 R 350 000 Rural cemetries fenced
2013/2014
25. Dannhauser pound project
Establishment of the Dannhauser pound for controlling the scattered livestocks
2 R 300 000 Well established Dannhuaser pound
2013/2014
26. Dannhauser sanitation project
Provision of basic services, sanitation to all
5,6,7,8,9 R 80 000 000 Toilets to Dannhauser rural
2013/2014
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NO. PROJECT DESCRIPTION WARD OR OTHER
BUDGET TARGET TIME FRAME
wards as per district municipality plan
areas
27. Ubuhle be allen water project
Provision of basic services (water) to all wards in Dannhauser
3, 4, 8, 1 R 15 000 000 Water infrastructure available to communities
2013/2014
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5.3.1 PROJECT LIST
Table 7: Project List
WARD NUMBER PROJECT COSTS PERIOD
1
1.1 Access roads [11 km] Normandien from main road to kwaMkhumane main residence [5 km]; Skobarien from railway line to ngaKwaZondo [4 km] Gardens from Gardens Aided School to eBhungane bridge [2km] 1.2 Gardens Creche 1.3 1600 Sanitation units 1.4 Water at Bismack; Mossdale and Stotoni 1.5 Tar road Normandien from main road to kwaMkhumane, town main road R 634, from N11 passing Skobareen to town; town to Durnacol;Steildrift road rehabilitation between Hiltop to Doringkop 1.6 Alternative Energy at Normandien and Bismark 1.7 Water: including Gardens, Normandien areas 1.8 Gardens and Normandien rehabilitation of roads 1.9 Durnacol rehabilitation Including parks and recreational facilities 1.10 537 Solar geysers at Durnacol 1.11 Alternative energy at Mosdale; Stoton; Bismark and Normandien
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WARD NUMBER PROJECT COSTS PERIOD
1.12 Normandien 1.13 High School Skobareen 1.12 Clinic at Skobareen and Normandien 1.13 5 Mast light at Skobareen 1.14 5 Durnacol housing projects 1.15 Electricity 1.16 Extension of Sinqobile School 1.17 Gardens Housing Project
2
2.1 Access roads 6 km rural roads Steindrivein and Ndomba. 2.2 Hattingspruit Creche in urban area 2.3 High School at Huttingspruit in urban area 2.4 112 Sanitation units in rural areas including kwaNdomba and Steindrivein 2.5 Town Hall 2.6 Alternative energy in all farms 2.7 Clinic at Huttingspruit urban areas 2.8 Mast light at Huttingsruit;eMafusini and Newtown
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WARD NUMBER PROJECT COSTS PERIOD
2.9 Nursery in Town 2.10 Fishing project at Dannhauser and eMafusini 2.11 Access roads at kwaNdomba ; Town; eMafusini and Huttingsruit with kwaNdomba as first priority 2.12 Urban Housing: phase 2 2.13 Ramaphosa housing project phase:2 2.14 Establishment of a Shopping Mall 2.15 Construction of civic centre 2.16 Establishment: Traffic 2.17 Extension of hospital 2.18 Provision of land for hospital extension 2.19 Sanitation –Maphindane,Heldberg Farm1 and 2, Canavon a-d, Verdruk farm, Lent farm 1 and 2, Sten Drive Inn 2.20 Housing-Sten-Drive Inn and others 2.21 Electrification a Ramaphosa and other areas 2.22 Water at Ramaphosa and kwaNdomba; Helberg farm2; kwaMaphindane and Canavon AB&C
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WARD NUMBER PROJECT COSTS PERIOD
2.23 Provision of a recreational facility in town
3
3.1 Rehabilitation of Strijbank area and housing project 3.2 Strijbank Primary School 3.4 Conversion of Klipros mobile Primary School to a permanent school 3.5 Water at Verdriet; Goudine; Hiltop; KwaSthwathwa Mourne farm; Sleeve Donald; Mountjoana; Kliprots and Ngisana 3.6 Electricity 3.7 Sthwathwa Creche 3.8 Access road from eTsheni to kwaMbonani [3km]; from Egudini ku Reservoir to Emasixteen [3 km]from eSdonela to Smojwana [3km]; Goudine kwaSekulawa to Mngomezulu [1,5km] 3.9 3 500 Sanitation units 3.10 Tarring of D 280 3.11 Mast lights in all areas (2 per sgodi) 3.12 Pedestrian road for school children at kwaNgisana School to Mzinyashana School
4
4.1 Access Road from Hlathini to Nkosbomvu [1 km]; from Jongosi to
Nkosibomvu[1 km]
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WARD NUMBER PROJECT COSTS PERIOD
4.2 Water including Magdale area 4.3 Electricity 4.4 1200 Sanitation units 4.5 Dorset Crèche 4.6 Extension Mehlwana Primary School
5
5.1 7 mast lights 5.2 Rehabilitation of access roads using the municipal road team: 6km 5.3 1 Primary School at JT 5.4 Water at Doringkop; Annandale and Rooiport 5.5 Rehabilitation of Steildrift roads 5.6 Electricity 5.7 Pedestrain bridges at JT and Uitkyk 5.8 700 Sanitation units 5.9 Rooiport Creche
6
6.1 Moy Community Hall 6.2 Roads and Bridges from next to Piet to Flint [7 km]; from Jessie
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WARD NUMBER PROJECT COSTS PERIOD
ngakwaMkhonza to kwaMsimango [---km]; from Peachill ngakwa Sithole via amathuna to Moy ngakwa Mbatha. 6.3 Tar road from Phunguphungu School to eChibini at Springbok 6.4 Electricity 6.5 Mini – Sports complex: Soccer; Rugby; Volleyball and Netball 6.6 3000 Sanitation units 6.7 3 Mast lightS at Fairbreeze; Rutland and Flint 6.8 Crèche in Fairbreeze 6.9 Water at Fairbreeze; Flint; Peachill and Puna
7
7.1 Allen Crèche 7.2 2400 Sanitation units 7.3 Electricity 7.4 Access roads from kwaNkwanyana estobhini to kwaMchunu [500 km]; from kwaNyembe to kwaSthole [2 km]; from kwaLuthuli to cemetery [2 km]; from kwaMayisela to kwaKhuzwayo [3 km]; from kwaKhumalo to kwaMpanza [2 km] from kwaMdakane Hallto Dundee tarred road [2 km]; From Allen to Ngwenya to Dlamini Buhlebe Allen School [1.5km]; From Buhle School Ngenhl KwaKhumalo to Vilakazi [Allen 500m}; Road From Pay Point Esitolo Esimhlope to Emapayipini 7.5 Library KwaMdakane next to Community Hall (Anniville)
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WARD NUMBER PROJECT COSTS PERIOD
7.6 Mast Lights in all izigodi 7.7 Shopping Complex KwaMdakane
8
8.1 Road from bus circle at Cooper to kwaMagudulela [2km] from Motloung to kwaNsele [3 km]; from Greenock clinic to kwaMlaba [3 km]; from Greenock Primary School to kwaMncube [3 km]; Roads to Springbok to Peach Cemeteries tar; Pedestrian Bridge link Naas Farm and Black Bank Primary School 8.2 Belff Creche 8.3 3000 Sanitation units 8.4 Electricity 8.5 Mast Lights at Springbok; Naas Farm; Clifton; Cuppar; Greenock Belff [ total: 9 lights] 8.6 Recreational Park at Springbok 8.7 Water- Belff Extension, Jokisi, West Port Mzimkhulu, Greenock and Clifton 8.8 Library - Springbok 8.9 Pedestrian bridge linking Naas Farm and Burn Primary School
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WARD NUMBER PROJECT COSTS PERIOD
9
9.1 Tar road Koparasi via Martha to Mbabane ngaseStolo esidala [10km]; 9.2 Electricity 9.3 Ubuhlebomzinyathi Housing Project 9.4 Library at kwAkHESHI 9.5 3 Mast lights at Chibini; Hudula and Flathela 9.6 Rural roads: Hudula ngase Mzokhanyayo to Buhlebomzinyathi [10 km] 9.7 Bridge between UBuhlebomzinyathi and Grootgeluk, and Flip Farm to Jokisi 9.8 Sports complex facility Nkanini 9.9 Recreational Facility with swimming pool 9.10 Water Nkanini and Chibini 9.11 Crèche at Grootgeluk 9.10 Clinic at Hudula
10
10.1 6000 Toilets units 10.2 10 Mast lights 10.3 Ringroad from kwaZulu garage to Osizwen;
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WARD NUMBER PROJECT COSTS PERIOD
10.4 Rural road: from emalahleni eNtendeka to kwaLanga [3km]; from Emhlahlavini eNtendeka to emfuleni [3km] and Emhlahlavini eNtendeka eMabloksini [3km] 10.4 Ntendeka Community Hall 10.5 Phase 2 Housing project: Eastbourne farm 10.6 Water at Eastborn farm;Ntendeka; Sdakeni;kwaKheshi; Marta;Nkonjaneni and Dutshwa and Lucky 7 10.7 4 Pedestrian bridges: Eastbourne, 2 Ntendeka and Marta 10.8 Tar road from 42 to Nodlela; Drainage system upgrade; Tar road from Marta to Kheshe ( Kaalvlakte) 10.9 Access roads to all localities (7) 10.10 One central Sports Complex at Eastbourne Farm 10.11 Ntendeka Clinic 10.12 Ntendeka crèche 10.13 Electricity 10.14 Alternative energy: 40 units 10.15 Ubuhlebomzinyathi Housing project 10.14 Library and mobile Library preferable – KwaKheshi
11
11.1 1 Housing project 11.2 4 500 Sanitation units
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WARD NUMBER PROJECT COSTS PERIOD
11.3 Roads: completion of Nkunzemnyama; road from Aerial Emfundweni to Kwa Dawood; from to Poona Chibi [2km]; from Thusi to kwaZandile (Nellyvalley) [2km with a bridge] 11.4 Rehabilitation of new Nellvalley: Mini-Sport Complex 11.5 Rehabilitation of Mbabane bridge next to Kilkeel School 11.6 Water Kilkeel and Emfundweni 11.7 10 Mast lights Kilkeel, Nelly vally and Emfundweni 11.8 Electrification 11.9 Primary School at Sibahle Sinje Emfundweni 11.10 Nelly Valley Crèche
12. Cutting Across All Wards
12.1 HIV/AID’s 12.2 Unemployment 12.2.1 Municipal Wage Subsidy 12.2.2 Municipal Zibambele 12.2.3 First Ten Tertiary Aid
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WARD NUMBER PROJECT COSTS PERIOD
12.3 LED 12.3.1 Community Skills Development Programme 12.3.2 Internship
12.3.3 Municipal Community Partnership on MEGA Projects 12.4 Land Use Management System:
12.4.1 Adoption Land Use Management system 12.4.2 Declaration of a land with consultation with Municipality
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SECTION F:
FINANCIAL PLAN
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6 FINANCIAL PLAN
6.1 INTRODUCTION
The Integrated Development planning (IDP) guidelines and Municipal Systems Act
advice each municipality to prepare a financial plan as a component of the IDP.
This plan mainly allows the municipality to plan its finances and manage them
efficiently. It is also in the interest of the plan to find alternative ways of mobilizing
financial resources required to implement key strategic programmes and projects
as prioritized in the IDP.
In the light of such requirements, Dannhauser Municipality has committed itself in
running a seamless financial administration thereby improving its financial
viability. Such commitment comes against the background of limited revenue base
within the municipal area that tends to hinder any municipal attempts to expedite
the implementation of developmental programmes.
Section 26 of the Municipal Systems Act prescribes the key components of an IDP
and the financial plan fall within the Implementation framework of the IDP, which
deals with implementation of financial strategies. The financial plan must be
aligned with the vision. Clearly, the proper financial plan should demonstrate
linkages between IDP and Budget and most importantly comply with the stipulated
legislation.
To this end, it is worth noting that the successful service delivery in any
municipality will evolve around availability of financial resources and the manner
in which those resources are managed. The financial viability of any municipality
always depends on its capacity to mobilize resources and create sound economic
base that will support revenue generation strategies.
6.2 FINANCIAL PLANNING
Over the last few years, the Municipality has been implementing new national
government legislation. The legislation is aimed at improving systems and
processes to ensure effective, efficient and economic service delivery. Whilst the
impact of implementing the new legislation is demanding, this has not negatively
impacted on the Municipality’s service delivery programmes to meet the needs of
previously disadvantaged communities. In order to fulfil financial, legislative and
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developmental requirements, much of the Municipality’s capital budget has been
redirected towards new developmental expenditure. It has also extended its
existing operating budget over a wider area in order to fulfil developmental goals.
In this regard, the financial response to the challenges facing the Dannhauser
require that our limited resources are used strategically and that a focus be given
to growing the revenue streams available to address current and future needs.
Based on the Municipality’s strategic focus areas, the allocation of resources in the
Medium Term Expenditure Framework (MTEF) should strongly reflect a “Develop
and Maintain” budget.
6.2.1 FINANCIAL ARRANGEMENTS
Financial planning and management arrangements are as follows:
o All expenditure will be incurred in the municipality in accordance with the budgetary
provision.
o Development of the operational budget on an annual basis will be undertaken in
consultation with affected communities/stakeholders in accordance with guidelines laid
down in the Municipal Finance Management Act;
o Approval of expenditure and effecting of payment in accordance with documented
delegations of authority in line with MFMA;
o The principle of separation of duties will be observed at all times – i.e. a person involved
in billing of services and issue of statements cannot be responsible for the collection of
revenue;
o Each financial official has been provided with a job description outlining his/her duties –
acceptance of the responsibilities encapsulated in the job description to be by affixed
signature;
o On a monthly basis a cash flow projection will be completed for the ensuing six monthly
period to facilitate management of cash flow;
o A preferred list of suppliers/service providers, based on the principle of supporting the
local economy, will be prepared;
o Terms of payment will be negotiated with creditors and advantage taken of cash
discounts only when economically justified and possible in terms of cash flow;
o Stocktaking of stores items is to be undertaken on a quarterly basis and any significant
variances reported to Council;
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o On an annual basis the asset register, which is updated as assets are acquired/disposed
of during the year, is to be reconciled with a physical stock take of assets;
o All consumers are to be issued with statements in accordance with the payment
arrangement laid down by the municipality;
o A credit control policy is to be approved by Council in terms of which strict debt
collection procedures will be enforced including the engagement of legal proceedings to
elicit payment.
6.2.2 CURRENT BUDGET ANALYSIS
6.2.2.1 SALARIES AND ALLOWANCES
Salaries and Allowances Budget Amount R29 314 956.55. The budget for this
category has increased significantly due to provisions made for the recently
reached agreement between Salga and Samwu to improve and increase salary
scales. The salary grading which differs from municipality to municipality has been
considered and the municipality’s size, income and Equitable Share assistance it
receives from the central government played a role in this regard. The wage curve
agreement would be effected in July 1, 2010 also contributed to this significant
increase in salary budget. Hence, the individual staff increase has remained in line
with Employer Organization agreement reached on salary increases. Provision was
made for increase in salaries, allowances and benefits for councillors.
The consideration of current limited capacity within the municipality makes it
possible to experience even higher increase on salary budget during the upcoming
financial years. The current depicted increase for the next five years only take into
cognisance estimated increase in salaries of current labour force.
6.2.2.2 GENERAL EXPENSES
General Expenses Budget Amount R 27 577 251.19. The total provision for this
category has increased by about 18% from the previous year. This item or category
is set to increase to at least R 38 159 969.47 in 2015/16.
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Figure 8: Operating Expenditure
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6.2.3 MUNICIPAL OPERATING BUDGET
Table 8: Municipal Draft Operating Budget
DANNHAUSER MUNICIPALITY
DRAFT SUMMARY OPERATING AND CAPITAL
BUDGET 2013 – 2016
INCOME Original Budget
2012/2013
Adjusted Budget
2012/13
Projected Budget
2013/14
Projected Budget
2014/15
Projected Budget
2015/16
Rates -6 442 898.00 -6 442 898.00 -7 280 642.00 -7 673 796.67 -8 088 181.69
Rates - Penalties -50 375.60 -50 375.60 -50 375.00 -53 095.25 -55 962.39
Refuse Removal -783 111.60 -783 111.60 -905 673.65 -954 580.03 -1 006 127.35
Rental Recieved -105 330.80 -105 330.80 -112 703.96 -118 789.97 -125 204.63
Cemmetry Fees -14 883.70 -6 929.02 - - -
Interest on Investment -1 241 071.60 -1 241 071.60 -1 315 536.00 -1 386 574.94 -1 461 449.99
Interest Earned Outstanding Debtors -6 000.00 -6 000.00 - - -
Licences and Permits -1 561 643.60 -1 561 643.60 -2 172 400.17 -2 289 709.78 -2 413 354.11
Traffic Fines -228 980.00 -78 880.00 -228 900.00 -241 260.60 -254 288.67
Sundry Income -2 115 802.20 -2 115 802.20 -2 315 181.37 -2 233 997.16 -2 388 873.01
Contribution From Operating Surplus - - - - -
National Grants -78 271 000.00 -88 271 000.00 -78 640 000.00 -90 864 000.00 -109 093 000.00
Provincial Grants -3 551 000.00 -3 551 000.00 -1 634 000.00 -668 000.00 -999 000.00
TOTAL REVENUE -94 372 097.10 -104 214 042.42 -94 655 412.15 -106 483 804.41 -125 885 441.84
-94 372 097.10 -104 372 097.10 -94 655 412.15 -102 828 008.41 -122 059 540.86
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DANNHAUSER MUNICIPALITY
TOTAL OPERATING BUDGET 2013/2014 and
2014/2015
Original Budget
2012/2013
Adjusted Budget
2012/13
Projected Budget
2013/14
Projected Budget
2014/2015
Projected Budget
2015/2016
INCOME
Rates -6 442 898.00 -6 442 898.00 -7 280 642.00 -7 673 796.67 -8 088 181.69
- 158 054.68 -3 655 796.00 -3 825 900.98
Original Budget
12/13
Adjusted Budget 12/13 Projected Budget
2013/14
Projected Budget
2014/15
Projected Budget
2015/16
OPERATING EXPENDITURE
Salaries, Wages & Allowances 28 514 929.94 14 409 299.58 29 314 956.55 30 897 964.20 32 566 454.27
General Expenses 23 392 530.38 25 613 859.24 27 577 251.19 35 148 305.71 38 159 969.47
Repairs & Maintenance 5 325 667.28 6 230 852.18 6 226 855.94 6 563 106.16 6 917 513.89
Capital Charges - - - - -
Contribution to Capital Outlay & Projects 37 138 969.50 37 370 691.95 31 536 348.47 33 874 428.33 48 241 504.20
TOTAL EXPENDITURE 94 372 097.10 83 624 702.95 94 655 412.15 106 483 804.40 125 885 441.84
`
NETT DEFICIT/-SURPLUS - -20 589 339.47 -0.00 -0.00 -0.00
SALARIES AND WAGES AS A PERCENTAGE 0.30 0.17 0.31 0.29 0.26
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Rates - Penalties -50 375.60 -50 375.60 -50 375.00 -53 095.25 -55 962.39
Refuse Removal -783 111.60 -783 111.60 -905 673.65 -954 580.03 -1 006 127.35
Rental Recieved -105 330.80 -105 330.80 -112 703.96 -118 789.97 -125 204.63
Cemmetry Fees -14 883.70 -6 929.02 - - -
Interest on Investment -1 241 071.60 -1 241 071.60 -1 315 536.00 -1 386 574.94 -1 461 449.99
Interest Earned Outstanding Debtors -6 000.00 -6 000.00 - - -
Licences and Permits -1 561 643.60 -1 561 643.60 -2 172 400.17 -2 289 709.78 -2 413 354.11
Traffic Fines -228 980.00 -78 880.00 -228 900.00 -241 260.60 -254 288.67
Sundry Income -2 115 802.20 -2 115 802.20 -2 315 181.37 -2 233 997.16 -2 388 873.01
Contribution From Operating Surplus - - - - -
National Grants / Provincial Grants -44 683 030.50 -54 451 308.05 -48 737 651.53 -57 657 571.67 -61 850 495.80
TOTAL REVENUE -57 233 127.60 -66 843 350.47 -63 119 063.68 -72 609 376.08 -77 643 937.64
Salaries, Wages & Allowances 28 514 929.94 14 409 299.58 29 314 956.55 30 897 964.20 32 566 454.27
General Expenses 23 392 530.38 25 613 859.24 27 577 251.19 35 148 305.71 38 159 969.47
Repairs & Maintenance 5 325 667.28 6 230 852.18 6 226 855.94 6 563 106.16 6 917 513.89
TOTAL EXPENDITURE 57 233 127.60 46 254 011.00 63 119 063.68 72 609 376.07 77 643 937.64
NETT DEFICIT/-SURPLUS - -20 589 339.47 -0.00 -0.00 -0.00
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6.2.4 CAPITAL AND OPERATING BUDGET PER DEPARTMENT
Figure 9: Total Operating & Capital Budget per Department
The total operating and capital budget attempts to show allocations that relate to
responsibilities of each department in terms execution and implementation of IDP
major items. To this end, the Technical department has a larger share of the
budget as it is responsible for managing infrastructure development component of
service delivery. Community service department has the second largest share of
the budget due to its functions, which seek to maintain municipality facilities and
amenities. Undoubtedly, the budgets of these two departments are far below the
amount required to implement all programme planned within the IDP and directed
to them as per their responsibilities.
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DANNHAUSER MUNICIPALITY
DRAFT TOTAL OPERATING AND CAPITAL BUDGET
2013 - 2016 PER DEPARTMENT
INCOME
Original Budget
2012/2013
Adjusted
Budget
2012/13
Projected Budget
2013/14
Projected Budget
2014/15
Projected Budget
2015/16
COUNCIL (2 465 000) (2 465 000) (3 326 000) 0 0
FINANCE (59 285 707) (59 285 707) (63 114 059) (69 641 634) (84 596 047)
CORPORATE SERVICES 0 0 0 0 0
TECHNICAL SERVICES (28 737 953) (38 737 953) (23 389 279) (28 103 988) (31 829 168)
COMMUNITY SERVICES (1 097 393) (1 097 393) (1 539 674) (1 622 580) (1 705 127)
PROTECTION SERVICES (1 786 044) (1 786 044) (2 396 400) (2 525 806) (2 662 199)
IDP (1 000 000) (1 000 000) (890 000) (934 000) (1 267 000)
MUNICIPAL MANAGER 0 0 0 0 0
TOTAL INCOME (94 372 097) (104 372 097) (94 655 412) (102 828 008) (122 059 541)
EXPENDITURE
Original Budget
2012/2013
Adjusted
Budget
2012/13
Projected Budget
2013/14
Projected Budget
2014/15
Projected Budget
2015/16
COUNCIL 14 022 361 13 660 183 14 323 745 15 097 227 15 912 478
FINANCE 9 192 277 11 418 661 12 112 116 15 253 157 17 270 591
CORPORATE SERVICES 6 027 444 7 269 491 6 103 037 6 432 601 6 779 962
TECHNICAL SERVICES 45 693 668 43 907 926 39 621 130 42 339 184 56 833 064
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Table 9: Draft Total Operating & Capital Budget per Department
COMMUNITY SERVICES 10 006 028 7 429 414 11 585 791 12 211 188 12 865 520
PROTECTION SERVICES 4 007 402 4 506 384 2 111 631 2 225 660 2 345 845
IDP 3 413 220 4 347 591 4 685 626 4 934 590 5 483 621
MUNICIPAL MANAGER 2 009 699 1 832 447 4 112 336 4 334 402 4 568 460
TOTAL EXPENDITURE 94 372 097 94 372 097 94 655 412 102 828 008 122 059 541
SURPLUS / DEFFICIT 0 (10 000 000) (0) (0) 0
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Figure 10: Key Performance Area
The five key performance areas in local government have proved to be critical in
ensuring expeditious service delivery. The Dannhauser municipality has tried hard
to adhere to these KPAs and allocated its budget accordingly. To this end, the five-
year budget shows a positive trend under infrastructure development that is
mainly on its upwards growth and trend. Corporate governance is the second KPA
that take large portion of the budget, however, it is noted with concern that the
local economic development KPA is lagging behind and this translate to slow
progress towards addressing the economic dynamics of the area.
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Table 10: Five-Year Investment Budget as per National Key Performance Indicator
FIVE YEAR INVESTMENT PLAN BUDGET AS NATIONAL KEY PERFOMANCE INDICATOR
DEPARTMENT 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016
Institutional Development And Transformation 1 580 047 1 690 650 1 808 995 1 899 445 1 994 417
Local Economic Development 2 655 045 2 795 598 2 985 290 3 134 555 3 291 282
Municipal Financial Viability Management 6 461 258 6 826 046 7 716 369 8 102 188 8 507 297
Infrastructure And Service Delivery 54 387 037 59 722
580 62 863 220 66 006 381 69 306 700
Corporate Governance 18 809 983 19 698
682 21 077 590 22 131 469 23 238 043
TOTAL 83 893 370 90 733 556 96 451 465 101 274 038 106 337 740
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
Table 10: Five-Year Capital Investment Plan per Capital Expenditure Category
FIVE YEAR CAPITAL INVESTMENT PLAN PER CAPITAL EXPENDITURE CATEGORY
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015
INFRUSTRUCTURE
Rural Roads 7 359 873 9 237 187 9 836 500 10 328 325 10 844 741
Bus Route 1 084 516 - - - -
Community Hall 2 427 723 - - - -
Sports Centre 4 464 887 9 410 813 9 836 500 10 328 325 10 844 741
COMMUNITY
Cemetery 200 000 - - - -
Library 237 000 250 000 432 000 453 600 476 280
Property Plant & Equipment 20 578 070 19 979 898 21 049 804 22 102 294 23 207 408
TOTAL 36 352 070 38 877 898 41 154 804 43 212 544 45 373 171
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Table 11: Detailed Capital Budget
Capital Budget and Projects
Vote Discription Requested
Budget
2012/2013
Approved
Budget
2012/2013
Adjusted
Budget
2012/2013
Projected
Budget
2013/2014
Projected
Budget
2014/2015
Projected
Budget
2015/2016
RURAL HOUSING INFRASTRUCTURE GRANT INKIND 10 000 000 10 000 000 10 000 000 4 000 000 4 500 000 5 000 000
MIG INCOME 18 604 000 18 604 000 18 604 000 19 228 000 20 434 000 21 650 000
MIG VAT SAVINGS
-
INTER GRATED ELECTRIFICATION PROGRAMME - - -
3 000 000 5 000 000
FMG INCOME 1 250 000 1 250 000 1 250 000
MSIG- INFO TECH INCOME 800 000 800 000 800 000
COMMUNITY LIBRARY & PROVINCILISATION 160 000 160 000 160 000
COMMUNITY PARTICIPATION 200 000 200 000 200 000
COMMUNITY LIBRARY SERVICES - ARTS & CULTURE 90 000 90 000 90 000
Council 374 500 374 500 374 500
Corporate 170 962 170 962 170 962
Finance 53 500 53 500 53 500
Technical Services 4 664 433 4 664 433 4 664 433
Community 410 475 410 475 410 475
Protection Services 254 100 254 100 254 100
IDP 53 500 53 500 53 500
MM 53 500 53 500 53 500
#
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
Total 37 138 970 37 138 970 37 138 970 23 228 000 27 934 000 31 650 000
101 Council
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2014/2015
Budget
2015/2016
Motor Vehicle Mayors car
- -
Municipal Eletricity Backup System -
- -
Equipment & Funiture
- -
Sub Total -
- -
102 Corporate Services
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
910 600 120 Motor Vehicle 250 000 250 000 250 000
New Gowns for 21 Councillors
Council Chamber Aircons
Council Chamber floors
Laptops for Councillors
910 600 051 Computer Equipment 10 000 10 000 10 000
- -
Electronic Filling System 500 000 500 000 - 600 000 632 400 666 550 #
910 600 040 Equipment & Funiture 50 000 50 000 50 000
- -
CCTV CAMERAS
30 000 31 620 33 327
TELEPHONE
50 000 52 700 55 546
COMPILING WSP& ATR
100 000 105 400 111 092
TAPE RECORDER
5 000 5 270 5 555
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
Sub Total 810 000 810 000 310 000 600 000 632 400 666 550
103 Finance
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
FMG 1 250 000 1 250 000 1 250 000
910 600 040 Equipment & Funiture 74 900 74 900 74 900
- -
FURNITURE FOR INCOMING CFO
LAPTOP FOR INCOMING CFO
FAX MACHINE(CAROL)
FILING CABINET(INTERNS OFFICE)
IN/OUT TRAY(EXPENDITURE ACCOUNTANT)
Sub Total 1 324 900 1 324 900 1 324 900 - - -
104 Technical Services
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
Fencing of Halls
Land & Building Upgrade
Carports
Concrete Mixer
Air Conditioner
Tractor
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
LDV (4X4)
Grader 6
TLB
Roads
Municipal Eletricity Backup System - -
-
Portable Genarator
Mast Light 600 000 700 000 700 000
Ward 9 Hall Enhancement - - -
Tipper Truck 1 200 000 - -
Water Tanker
-
Roller Equipment - Roads
-
Welding Equipment
-
High Pressure Cleaner
-
Office Equipment & Firniture
-
Revemping of Municipal Building 1 500 000 - -
Hattingspruit Offices 2 000 000 - -
Ablution Block aand Shelters 1 500 000 - -
910 600 043 Street Light 2 000 000 200 000 200 000
910 600 090 Land-Town Parking,Civic Center,Taxi Rank and Mall 3 000 000 1 000 000 750 000 2 180 000
910 600 090 Dannhauser Town Development 500 000 500 000 100 000 500 000
910 600 090 Counter Funding Electrification - - 2 000 000 2 000 000
910 600 060 Communit Halls Planning Fees -Ward 10,5,11,6 and 4 2 000 000 543 750 43 750
910 600 031 Sport Fields Planning Fees
400 000 400 000
Removal of a Electricity Pole Ramaphosa
-
COMMUNITY HALL WARD 6
3 500 000 3 689 000 3 888 206
PROVISION OF SOLAR PANELS(WARDS1,8,9,10)
500 000 527 000 555 458
Erection of new Sports Field
400 000 421 600 444 366
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
Sub Total 14 300 000 3 343 750 4 193 750 9 080 000 4 637 600 4 888 030
DANNHAUSER MUNICIPALITY
CAPITAL BUDGET AND PROGRAMS 2011/2012, 2012/2013 AND 2013/2014
104 MIG : Technical Services
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
910 600 023 Rural Roads 9 237 187 11 237 187 11 237 187 9 836 500 9 836 500
Bus Route - -
- -
Community Hall - -
910 600 031 Sports Centre 9 366 813 7 366 813 7 366 813 9 788 500 11 162 250
Sub Total 18 604 000 18 604 000 18 604 000 19 625 000 20 998 750 -
105 Community Services
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
Mast Light ( KwaMdakane)
-
Airconditioner(3)
- 20 000 21 080 22 218
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
Animal Pound
- 300 000 316 200 333 275
Chipper (Gardening machine)
-
- -
Maltie Bailer (Gardening machine)
-
- -
Skip Bins
- 62 000 65 348 68 877
1X LDV's (1 Tonner L.W.B.)
-
- -
LDV (4X4)
-
- -
2X Kubota Tractors
-
- -
3X Tractor and Slashor
-
- -
30X Brush Cutters
- 255 000 268 770 283 284
Extension of Cemetry
-
- -
Fire Fighting Truck
-
- -
Vacumm Cleaner,Edge Cutter & Saw 410 475 - -
- -
Cemetry Fencing
- 200 000 210 800 222 183
Cemetry Extention & Fencing ( Precasts) Urban
- 350 000 368 900 388 821
RURAL HOUSING INFRASTRUCTURE GRANT INKIND 160 000 160 000 160 000
- -
COMMUNITY PARTICIPATION 200 000 200 000 200 000
- -
COMMUNITY LIBRARY SERVICES - ARTS & CULTURE 90 000 90 000 90 000
- -
910 600 040 Radios for Technical and Community 30 000 30 000 30 000
910 600 068 Bicycle Stand 7 500 7 500 7 500
910 600 051 Computer Equipment 10 000 10 000 10 000
910 600 080 Roller 280 000 225 320 225 320
Motor Vehicle - Rescue fully equiped 1 500 000 - -
Motor Vehicle - Sedan 400 000 - -
Transport Workers and Equipment 350 000 350 000 -
MOTOR VEHICLE(TRANSPORTING EMPLOYEES)( 3 ton
truck)
400 000 421 600 444 366
LANDFILL COMPACTOR
2 000 000 2 108 000 2 221 832
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
RIDE ON MOWER
35 000 36 890 38 882
MICROWAVE
1 000 1 054 1 111
FRIDGE
3 500 3 689 3 888
REFUSE TROLLEY BINS
25 000 26 350 27 773
OIL DRUM STANDS
25 000 26 350 27 773
Office Equipment - Urn & Other 3 000 - -
- -
Sub Total 3 440 975 1 072 820 722 820 3 676 500 3 875 031 4 084 283
106 Protection Services
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
Extension of Existing Traffic Office
Testing Grounds
910 600 040 Equipment & Funiture 10 000 10 000 10 000
- -
910 600 080 SPEED MACHINE 60 000 60 000 60 000 100 000
910 600 080 TRAFCOM SYSTEM 50 000 50 000 50 000
910 600 120 Traffic Vehicle 400 000 400 000 400 000
910 600 080 ROBOT(2013) 250 000 310 000 310 000 300 000 316 200 333 275
5 X Fire Arms and Bullets Proof Vests
-
- -
CHAINSAWS
50 000 52 700 55 546
ROAD PAINTER
40 000 42 160 44 437
UPGRADING TESTING GROUND
- - -
- -
Sub Total 770 000 830 000 830 000 490 000 411 060 433 257
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
107 Development Planning
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
MSIG 800 000 800 000 800 000 - - -
LED FARM PROJECT 250 000 250 000 250 000 700 000 737 800 777 641
LAPTOP
15 000 15 810 16 664
DIGITAL EQUIPMENT UPGRADE
5 000 5 270 5 555
DESKTOP COMPUTER
12 000 12 648 13 331
LAMINATING MACHINE
1 000 1 054 1 111
COMMUNITY SKILLS DEVELOPMENT
150 000 158 100 166 637
- -
- -
- -
910 600 040 EQUIPMENT AND FURNITURE 150 000 50 000 50 000 70 000 73 780 77 764
Sub Total 1 200 000 1 100 000 1 100 000 953 000 1 004 462 1 058 703
108 Municipal Manager
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
Farm Vehicle ( LED Farm Project)
910 600 040 EQUIPMENT AND FURNITURE 53 500 53 500 53 500
- -
ROAD NETWORK PLAN
100 000 105 400 111 092
PARK HOMES
200 000 210 800 222 183
REDESIGN REGISTERY
150 000 158 100 166 637
POLYMOR-COUNTER FUNDING
2 000 000 2 108 000 2 221 832
PLANTATIONS
300 000 316 200 333 275
Sub Total 53 500 53 500 53 500 2 750 000 2 898 500 3 055 019
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
INDIRECT GRANTS
Requested
Budget
2012/2013
Approved
Budget
2012/2013
Revised
Budget
2012/2013
Budget
2013/2014
Budget
2014/2015
Budget
2015/2016
RURAL HOUSING INFRASTRUCTURE GRANT INKIND 10 000 000 10 000 000 10 000 000
INTER GRATED ELECTRIFICATION PROGRAMME - -
Sub Total 10 000 000 10 000 000 10 000 000
- -
TOTAL CAPITAL BUDGET 50 503 375 37 138 970 37 138 970 37 174 500 34 457 803 14 185 842
-13 364 405 -0 -0
-6 523 803 17 464 158
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | FINANCIAL PLAN MARCH 2013
6.2.5 FINANCIAL STRATEGIES
The strategic response to financial viability and sustainability of Dannhauser Municipality will need to take into cognizance
strategies for plugging existing holes into the system and further increase revenue streams with intent to rely less on external grants
in the long run.
Plugging the holes by:
o Promoting effective expenditure to avoid recurring surpluses on operating budget and conditional grants;
o Vigorously pursuing credit control policies; and
o Increasing efficiencies by working smarter, managing performance and alternative service delivery mechanisms;
Increasing revenue by:
o Improving collections;
o Increasing rates base;
o Increasing share of intergovernmental grants to pay for unfunded/partially funded mandates;
o Vigorously pursuing cost cutting measures; and
o Pursuing public private partnerships at both programme and project level.
6.2.5.1 CAPITAL AND OPERATIONAL FINANCIAL STRATEGIES
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |FINANCIAL PLAN MARCH 2013
The council has adhered strongly on the use of funds in strict accordance with the approved budgets; however, there is still a need
to improve our level of compliance. Further, in our previous strategy we proposed to submit request for funding to various
organization thereby expedite implementation of key programmes. This has proved to be elusive and lacking. Nevertheless, the
council still needs to pursue this strategy.
o Funds allocated for a specific purpose are to be used for that purpose only. The CFO and his office will pursue a strong campaign to all
council departments aimed an enforcing this principle of complying with the budget allocations.
o Where capital projects are to be funded by donor organizations, the Municipality must ensure that the funds have been secured prior to
their inclusion in the capital budget.
6.2.5.2 COST EFFECTIVENESS STRATEGIES
Development of a functional organizational structure that is staffed with appropriate personnel who contribute to the efficacy of the
municipality;
The implementation of internal controls that ensure the management of stock holding (control over shrinkage), management of cash
flow to reduce usage of overdraft facilities with attendant penal interest rates and ensure efficient investment of surplus monies.
6.2.6 POLICY DEVELOPMENT AND REFINEMENT STRATEGIES
The council is committed in an on-going development of policies that are compliant with the Municipal Financial Management Act
and other regulations in order to ensure smooth functioning of council and realisation of financial viability status. The council will
seek to refine or revise amongst other things, credit control policy, ttariff policy, investment and cash management policy to
enhance income or revenue streams.
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6.2.7 KEY SUPPORT PROGRAMMES
6.2.7.1 PROGRAMME 1: PRODUCE AN ANNUAL OF THE MUNICIPALITY’S MEDIUM TERM EXPENDITURE FRAMEWORK (MTEF)
While the MTEF sets out a medium term expenditure plan for the municipality, it must also show the specific intentions of the
Council with respect to:
o Clear, affordable development targets;
o Development of a 10 year maintenance plan for municipal infrastructure and services;
o Targeted expenditure to unlock economic development and grow the rates base.
In this regard, a forecasting model will be developed which allows for informed decisions to be made on an on-going basis in terms
of cash flow, investments, borrowings and long term sustainability of the district municipality.
6.2.7.2 PROGRAMME 2: BUDGET ACCORDING TO IDP PRIORITIES
The Municipality has committed itself to ensuring that the budgeting process is aligned to the IDP. The strategy to achieve this
programme is to ensure that the budget process is aligned to the IDP so that what gets budgeted is reflected as a priority in the IDP.
The programme has given rise to approval of policies and programmes that guide service delivery. Key to this approach is ensuring
that the municipality focuses its limited resources on the challenges expressed by the people of Dannhauser and, most importantly,
improving alignment with other spheres of government, including the development of Public Private Partnerships.
6.2.7.3 PROGRAMME 3: EFFECTIVELY MANAGE CREDIT CONTROL
The focus of the credit control exercise is to reduce the debt of the municipality by:
o Developing proactive credit control measures to reduce debt and ensure appropriate sanctions are implemented.
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o Implementing new revenue systems to ensure timeous, regular and accurate billing of accounts.
o Maintaining on-going customer communication in order to promote awareness, foster financial responsibility, and promote a culture of
payment.
6.2.7.4 PROGRAMME 4: GROW REVENUE STREAMS
The Department of Finance will champion the drive to sensitise all Council departments to identify cost savings and/or revenue
generating opportunities in all areas of operation. Over the next five years, a concerted effort will be needed to focus on increasing
the rates base. Proper collection processes as stipulated under financial guidelines above will have to be strictly adhered to
6.2.7.5 PROGRAMME 5: SEEK ALTERNATIVE SOURCE OF FUNDING
In addition to the obvious need to grow the municipality’s revenue by increasing its tax base, other means for securing funding for
Council projects must be explored in a variety of ways. Some of the focus areas include government grant funding, project and
programme funding, partnerships with international agencies like the European Union and other agencies at programme level and
entering into partnerships with the private sector on key projects and programmes.
It has been noted that, there is little drive within the municipality to prepare business plans to be used in leveraging additional
funding. So, this programme will depend on the joint efforts of Financial and Planning department to drive it vigorously.
6.2.7.6 PROGRAMME 6: REDUCE COST TO THE ORGANIZATION
The focus here is to ensure that our tariffs are affordable and value for money is being achieved. Accordingly, costs are scrutinised
on an on-going basis, and targets are then selected and prioritised according to the following ratings:
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |FINANCIAL PLAN MARCH 2013
o Value for money expenditure
o Most obvious: here the cost element that is most out of line with the budget needs immediate attention;
o Easiest: a small saving that is quickly reaped with little effort cannot be ignored;
o Worst first: sometimes a cost situation is so critical that it begs for immediate attention;
o Biggest impact: those cost items that will deliver the biggest long-term savings if reduced.
This Financial Plan is not exhaustive, but it requires an on-going assessment and be updated accordingly in order to accommodate
future challenges within the municipality.
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
7 SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP)
DANNHAUSER MUNICIPALITY 2013/2014 SDBIP
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
1
Mu
nic
ipa
l M
an
ag
er
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
s
Support of the Intergovernmental relations in the District
Attending the District IGR structures
Municipal Managers Forum and Mayors Forum meetings
Number of meetings held
Quarterly
8 Meetings 2 Meetings for 1st quarter
2 Meetings for 2nd quarter
2 Meetings for 3rd quarter
2 Meetings for 4th quarter
2 Implementation and Review of the Performance Management System
Signing of Performance Agreements for S57 and 56
Submission of the Quarterly reports by all departments
Number of Performance Agreements signed
Annually 5 Performance Agreements for MM, BTO, CPS, CS, TS
Signing of Performance Agreements
Quarterly assessment of the section 57 Managers
Assessment of section 57 Managers
Assessment of the section 57 Managers
3 Ensure that progressive compliance with institutional and governance requirements
Monthly reports submitted to Portfolio Committees
Preparation and submission of monthly reports to Portfolio Committees
Number of portfolio committee reports submitted
Monthly 12 Portfolio Committee Reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
4 Ensure progressive compliance
with institutional and governance requirements
Good co-operation and
understanding between Councillors and staff
Organisational staff meetings
Number of meetings held
Quarterly 4 Meetings 1st Quarter meeting
2nd Quarter meeting
3rd Quarter meeting
4th Quarter meeting
5
T o
d e e p e n
d e m o cr a c y
th ro u g h
ef
fe ct
iv e
a n d
ef fi ci e nt
fu n ct
io n al p u bl
ic
p ar ti ci p at
io n
st
ru ct
ur e s,
m e c h a ni s m s
a n d
pr o c e ss e s
To ensure Ward Quarterly Number of Quarterly R500 000 EQS 44 Meetings 11 11 11 11 Meetings
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
that public participation activities are undertaken
Constituency meetings to be held in every quarter, and in all Wards.
constituency meetings
meetings held to be held Meetings for 1st quarter
Meetings for 2nd quarter
Meetings for 3rd quarter
for 4th quarter
6 To ensure good public relations, effective event management and marketing for municipality
Acquisition of Corporate Image and marketing materials
Provide corporate materials for marketing of Dannhauser Municipality
% Expenditure on Marketing and Corporate Image Budget
Quarterly R300 000 EQS 100% Expenditure on Marketing and Corporate Image Budget
25% of Budget spent
25% of Budget spent
25% of Budget spent
25% of Budget spent
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
7
Mu
nic
ipa
l M
an
ag
er
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ep
en
de
mo
cra
cy
th
rou
gh
eff
ec
tiv
e a
nd
eff
icie
nt
fun
cti
on
al
pu
bli
c p
art
icip
ati
on
str
uc
ture
s,
me
ch
an
ism
s a
nd
pro
ce
ss
es
To ensure good public relations, effective event management and marketing for municipality
Informed communities about service delivery issues
Prepare and submit press statements on specific events and projects
Number of press statements reports, municipal bulletin and adverts
Quarterly R150 000 EQS 4 Quarterly Reports
1st Quarterly Report
2nd Quarterly Report
3rd Quarterly Report
4th Quarterly Report
8
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
s
Ensure progressive compliance with institutional requirements
Preparation and submission of statutory reports
Annual Report to the Mayor for Council Submission
Annual Report tabled and adopted by Council
Annually Annual Report adopted by Council
Consolidation of PMS Information as part of Annual Report
Presentation of Draft Annual Report to AG office
Tabling of Annual Report to Council and adoption
Submission of Oversight Report to MEC
9 Ensure progressive compliance with institutional requirements
Implementation of Capital Projects as per approved budget
Fast track and monitor service delivery through planning and reporting on implemented projects
Monthly progress report on implementation of capital projects
Monthly 12 Monthly Progress Reports
1st Quarterly Report
2nd Quarterly Report
3rd Quarterly Report
4th Quarterly Report
10 Ensure progressive compliance with
institutional requirements
Internal Audit Committee activities and
processes
Facilitation of Internal Audit Reports as
required by MFMA
Number of Internal Audit Reports prepared and
submitted
Quarterly R650 000 EQS 4 Mandatory Internal Audit Reports
Appointment of the Internal Auditors
and 1st Quarter Reports
2nd Quarter Reports
3rd Quarter Reports
4th Quarter Reports
11 Ensure progressive compliance with
Reviewed 2014/2015 IDP
Preparation and Review of 2014/2015 IDP
Number of Reviewed IDP Documents adopted by
Annually R700 000 EQS 1 Reviewed and adopted IDP
Approval of IDP Process Plan
IDP Steering Committee and RF
Draft Reviewed IDP adopted by
Final Reviewed IDP adopted by Council
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
institutional requirements
Council Meetings Council
12 Facilitate the complete review and update of the SDF, as per legislative requirements
Reviewed and updated SDF
Facilitation of reviewing of Spatial Development Framework
Number of reviewed SDF documents approved by Council
Annually 1 Approved SDF Document
Procurement and appointment of the Service Provider
Project Initiation Meeting
Progress report presented to IDP RF and Council Structures
Approval of the Spatial Development Framework
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
13
Mu
nic
ipa
l M
an
ag
er
Mu
nic
ipa
l In
sti
tuti
on
al
de
ve
lop
me
nt
an
d
tra
ns
form
ati
on
To
pro
vid
e p
rofe
ss
ion
al,
eff
icie
nt
pe
op
le
ce
ntr
ed
hu
ma
n r
es
ou
rce
s a
nd
ad
min
istr
ati
ve
se
rvic
es
to
th
e
co
mm
un
ity
, s
taff
an
d c
ou
nc
il
To ensure progressive compliance with institutional and governance requirements
Approved SDBIP for 2014/2015
Preparation of 2014/2015 SDBIP as per MFMA requirements
Number of SDBIP Documents approved by Council with legislated timeframe
Annually 1 SDBIP Document approved by Council within legislated timeframe
Departments submit their Performance Plans for 2014/2015
Draft SDBIP submitted to Council for approval
Final SDBIP submitted to Council for approval
14 To ensure progressive compliance with institutional and governance requirements
Audit Committee Meetings as per requirements of the MFMA
Facilitate and coordinate Audit Committee meetings
Number of Audit Committee meetings
Quarterly 4 Mandatory meetings
1ST Quarter Meeting
2nd Quarter Meeting
3RD Quarter Meeting
4th Quarter Meeting
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15 To ensure progressive compliance with institutional and governance requirements
Approved Organisational Structure
Review Organisational structure by October 2013
Organisational structure reviewed and approved by Council
Annually Approved Organisational structure by October 2013
Departments submit their proposed medium term structures
Organisational Structure submitted and approved by Council
16 Ensure progressive compliance with institutional and governance requirements
Workplace Skills Plan developed
Review of the Workplace Skills Plan for Dannhauser Municipality
Workplace Skills Plan reviewed and approved
Annually Workplace Skills Plan approved within required timeframe
Procurement of the Service Provider
Staff and council submit skills audit forms
Draft Workplace Skills Plan presented at MANCO
Final Workplace Skills Plan submitted and approved by Council
17
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
s
Ensure progressive compliance with institutional and governance requirements
Staging of Youth empowerment programmes
Coordinate Dialogues for Economic Empowerment amongst youth
Number of Youth Dialogues held
On-going R360 875 EQS Have 2 Youth dialogues during the year
1st Youth dialogue to be held
2nd Youth dialogue to be held
18 Ensure
progressive compliance with institutional and governance requirements
Staging of
June 16 Celebration
Coordinate
Youth Day Celebration event
Successful
Youth Day Event held
Annually Staging of 1
Youth Day Celebration event
Youth Day
Celebration Event
19 Facilitate implementation of HIV/AIDS programmes
Functional Local Aids Council
Facilitate and coordinate LAC meetings
Number of LAC meetings held
Quarterly R450 000 EQS 4 LAC Meetings
1st Quarter meeting
2nd Quarter meeting
3rd Quarter meeting
4th Quarter meeting
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No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
20
Mu
nic
ipa
l M
an
ag
er
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
s
Facilitation of the Sports and Recreation activities
Functional Sports Council
Coordinate sports activities as per Sports Calendar
Having Dannhauser players selected for the District SALGA Team
Quarterly R400 000 EQS To have players representing Dannhauser in District SALGA games
1st Quarter Ward Inter games and Dannhauser Games
2nd Quarter Amajuba District Municipality Games
3rd Quarter Mayoral Cup
4th Quarter any sports event
21 Facilitation the Sports Recreation activities
Sports Council Meetings
Provide administrative support to Sports Council
Number of Sports Council meetings held
Quarterly 4 Sports Council meetings
1st Quarterly meeting
2nd Quarterly meeting
3rd Quarterly meeting
4th Quarterly meeting
22 To contribute towards the achievement of universal access to social services
Functional Senior Citizens Structure
Coordinate Senior Citizens Activities
Number of Senior Citizens Committee meetings held.
Number of Senior Citizens Events held
Quarterly
Annually
R250 000 EQS
4 Senior Citizens Committee meetings
1 Senior Citizens Event
1st Quarter Meeting
2nd Quarter meeting
Annual Senior Citizens Event
3rd Quarter meeting
4th Quarter meeting
23 To contribute towards the
achievement of universal access to social services
Functional structures
for all Special Programmes
Promote Children,
Women and Disabled People rights
Number of meetings and
reports submitted
Quarterly R720 000 EQS 4 Special Programmes
Reports
1st Quarter
Report
2nd Quarter
Report
3rd Quarter
Report
4thQuarter Report
24 To contribute towards the
Staging of Arts and
Facilitate Arts and
Number of successful
Annually 1 Arts and Culture event
- Annual Arts and
- -
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achievement of universal access to social services
Culture events
Culture activities in Dannhauser Municipality
events hosted to be hosted Culture event
25 To ensure progressive compliance with institutional and governance requirements
Effective IDP RF Meetings
Facilitate the broad participation on the IDPRF by all stakeholders
Number of IDP RF Meetings in a cycle in a year
Quarterly 4 IDP RF meetings
1st Quarter Meeting
2 Meetings in the 2nd Quarter
3th Quarter Meeting
26 To ensure that there is progressive compliance with institutional and governance requirements
Functional and effective Audit Committee
Coordinate Audit Committee Meetings
Number of Audit Committee Meetings held
Quarterly and when necessary
4 Meetings as required by MFMA
1st Quarter Meeting
2nd Quarter Meeting
3rd Quarter Meeting
4th Quarter Meeting
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
27
Mu
nic
ipa
l M
an
ag
er
Go
od
Go
ve
rna
nc
e
an
d P
ub
lic
Pa
rtic
ipa
tio
n
To
de
ve
lop
, m
an
ag
e
an
d m
ain
tain
go
ve
rna
nc
e a
nd
sta
ke
ho
lde
r
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
To ensure that there is progressive compliance with institutional and governance
requirements
Effective functioning of the Internal Audit Unit
Assist the Internal Auditors to perform their function
Number of Internal Audit Reports produced and submitted to Audit Committee
Quarterly 4 Sets of Internal Audit Reports
1st Quarter Reports
2nd Quarter Reports
3rd Quarter Reports
4th Quarter Reports
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
28 To ensure progressive compliance with institutional and governance requirements
Functional Ward Committees
Coordinate Ward Committee Meetings in all wards
Number of Ward Committee meetings held and minutes submitted to Speaker of Council
Monthly R1000 000 EQS 12 Ward Committee meetings and minutes per Ward
3 Meetings and minutes per ward
3 Meetings and minutes per ward
3 Meetings and minutes per ward
3 Meetings and minutes per ward
29
Lo
ca
l E
co
no
mic
De
ve
lop
me
nt
To
cre
ate
a c
lim
ate
co
nd
uc
ive
fo
r s
us
tain
ab
le e
co
no
mic
gro
wth
an
d j
ob
cre
ati
on
To ensure constant growth in the economy across all sectors
Sustainable Local Economic Development Projects
Implement Local Economic Development Projects
Farm project implemented and handed over to the community
On-going R700 000 EQS Implementation of the farm project and handing it over to the community
Feasibility study for the farm activities
Procurement of the farm items and appointment of the project manager
Feasibility study for the farm activities
Project Implementation and handing over
30 To ensure economic growth and reduction in unemployment
Approval of Urban Renewal Plan
Compilation of the Urban Renewal Plan and Coordination of the Investors
Urban Renewal Plan submitted and approved by Council
Annually Urban Renewal Plan approved by Council
Procurement process for acquisition of the Service Provider
Compilation of the Urban Renewal Plan
Consultation process on the report
Approval of the Urban Renewal Plan
31 To ensure a progressive
economic growth which is aligned with the district
Capacity building for
SMMEs and Co-operatives
Support the SMME's and
Co-operative initiatives
% of SMMEs and Co-
operatives to receive recognition by the municipality
Annually R150 000 EQS 60% of SMMEs and
Co-operatives to receive recognition
SMME’S Data base
compilation process
SMME’S Workshop
on business management
Submission of
SMME’S data base to EXCO for consideration
Progress report on the
SMME’s support programme
32 To ensure constant growth in the economy across all sectors
Municipality’s Investment Strategy document
Developing Investment Strategy
Investment Strategy document submitted and approved by Council
Annually R200 000 EQS Investment Strategy document approved by Council
Procurement Process
Commencement of the process, and 1ST PSC Meeting for the programme
Draft Investment Strategy, Workshop to Council and LED Forum
Approval of the Investment Strategy
33 To ensure a progressive economic growth which is aligned with
Investment Portfolio established
Establish Investors Committee
Number of meetings and reports submitted by Investors Committee
Quarterly Investment Portfolio established
Establishment of the Investors Committee and 1st meeting
2nd meeting report submitted
3rd meeting report submitted and proposed investment
Meeting of Investors Committees and on-going engagement with
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the district portfolio stakeholders
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
34
Mu
nic
ipa
l M
an
ag
er
To
de
ep
en
de
mo
cra
cy
th
rou
gh
eff
ec
tiv
e a
nd
eff
icie
nt
fun
cti
on
al
pu
bli
c p
art
icip
ati
on
str
uc
ture
s
To ensure progressive compliance with institutional and governance requirements
Well trained and functional ward committees
Provide training for all ward committees
Number of reports on training of ward committees
Quarterly 4 Training sessions to be held
1st Quarter report
2nd Quarter report
3rd Quarter report
4th Quarter report
35
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c
Pa
rtic
ipa
tio
n
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in
go
ve
rna
nc
e a
nd
sta
ke
ho
lde
r
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
To ensure progressive compliance with institutional and governance requirements
Compliance with municipal by-laws
Implement municipal by-laws
% of non-compliance reports submitted
On - going R70 000 EQS Zero non-compliance reports
Gazetting of By-Laws
Quarterly Report
Quarterly Report
Quarterly Report
36 To ensure progressive compliance with institutional and governance requirements
Road signs erected
Erect and maintain road signs to reduce road accidents
Number of roads with visible road signs upon inspection
On – going R60 000 EQS All roads to have visible road signs
Inspection report submitted
Erection of new road signs as per inspection report
Inspection report for maintenance purposes
Inspection report for maintenance purposes
37
Lo
ca
l E
co
no
mic
De
ve
lop
me
nt
To
cre
ate
a
cli
ma
te
co
nd
uc
ive
fo
r
su
sta
ina
ble
ec
on
om
ic
gro
wth
an
d j
ob
cre
ati
on
To ensure on- going partnership and coordination among stakeholders
Approval of the LED Review Strategy and Marketing Area Plan
Review and update LED Strategy and Marketing Area Plan
Number of LED Strategy documents reviewed and approved
Annually R200 000 EQS 1 Reviewed LED Strategy and Marketing Area Plan
Consultation process on the LED Plan review
Public Participation process on the LED Plan review process
Approved LED Plan and Marketing Area Plan
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38 To ensure that there is on- going development on issues of service delivery amongst stakeholders
Implementation of the Operation Sukuma Sakhe Programme
Participating in Operation Sukuma Sakhe initiatives
Number of Operation Sukuma Sakhe meetings attended
Quarterly 4 Operation Sukuma Sakhe Meetings to be attended
1st Quarter Meeting
2nd Quarter Meeting
3rd Quarter Meeting
4th Quarter Meeting
39
Fin
an
cia
l V
iab
ilit
y a
nd
Ma
na
ge
me
nt
To
ma
na
ge
an
d u
se
pu
bli
c f
un
ds
in
an
eff
icie
nt
an
d a
cc
ou
nta
ble
ma
nn
er To ensure
progressive compliance with institutional and governance requirements
Adoption of Draft and Final Budget and MTREF
Submit Draft and Final Budget and MTREF for Council adoption
Draft and Final Budget and MTREF adopted by Council through Council Resolution
Annually Draft and Final Budget and MTREF to be adopted by 30 March 2014 and 31 May 2014 respectively
Draft Budget and MTREF tabled to Council for adoption
Final Budget and MTREF tabled to Council for adoption
40 To ensure progressive compliance with institutional requirements
Effective functioning of the Law Enforcement Section
Submit reports on law enforcement indicating offences
Number of reports submitted
Monthly 12 Monthly Reports to be submitted
3 Reports for the 1st Quarter
3 Reports for the 2nd Quarter
3 Reports for the 3rd Quarter
3 Reports for the 4th Quarter
No. Dept National
KPA
Strategic
Objective
Development
Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
41
Mu
nic
ipa
l M
an
ag
er
Ba
sic
S
erv
ice
De
liv
ery
To
fa
cil
ita
te a
nd
en
su
re p
rov
isio
n o
f
ba
sic
se
rvic
es
th
at
me
et
na
tio
na
l
no
rms
an
d s
tan
da
rds
in
an
eff
ec
tiv
e
an
d s
us
tain
ab
le m
an
ne
r
To ensure progressive compliance with institutional and governance requirements
Access to basic level of electricity by all households
Compile data base of households who qualify for free basic electricity
% of households with access to a basic level of service where ESKOM is the supplier
Quarterly R500 000 EQS 100% Data Base of household qualifying for free basic electricity submitted to Eskom
1st Quarter report
2nd Quarter Report
3rd Quarter Report
4th Quarter report
42 To provide electricity or lighting to all Dannhauser Areas
Universal access to electricity
Implement electrification projects for the year
% of households with access to electricity
On-going R2 200 000 EQS 100% Electrification of household within municipal area
25% households electrified
25% households electrified
25% household electrified
25% household electrified
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43 To establish formal structure for Entrepreneurs in a formal centre with services
Mini Shopping Centre constructed
Construction of the Mini Shopping Centre for Informal Business Sector
Mini Shopping Centre completed with set timeframes
Annually R2 600 000 COGTA KZN
Mini Shopping Centre completed within set timeframes
Procurement Process
Construction at 75% and report submitted
Construction complete and hand over
44 Provision of Infrastructure for attraction of Investors
Extension and Upgrade of the Industrial Area
Upgrade and Extension of the Industrial Area
Land fully serviced and available for development
Annually R 10 000 000
COGTA KZN
Servicing of land to be used for industrial development
Procurement Stage
Progress report on implementation at 10%
Progress report on implementation at 75%
Progress and Close-Out Report at 100%
45 To provide street lighting in the identified areas
Improved Lighting in the Main Street
Upgrade and maintain lighting in the main street
New street lights installed
Annually R 955 000 EQS New street lights installed in identified areas
Report submitted with complete installations
46 Facilitate land for Development of the Town and Expansion purpose.
Registration and transfer of Land to the Municipality Name, and purchasing
of land
Acquisition of the Land for Expansion and Development
New land transferred to the Municipality
Annually R 4 500 000
COGTA KZN
Land acquired for expansion and development
Report on identified land for purchasing
Report of facilitation with owners
Land procured and transferred to the municipality
47
Bu
dg
et
an
d T
rea
su
ry
Fin
an
cia
l V
iab
ilit
y a
nd
Ma
na
ge
me
nt
To
ma
na
ge
an
d u
se
pu
bli
c f
un
ds
in
an
eff
icie
nt
an
d a
cc
ou
nta
ble
ma
nn
er Identification
of alternative funding for IDP Projects
Confirmation of funding for projects in the IDP
Identify and secure funding for IDP Projects from alternative funding
Confirmation letters received for funding of projects
On-going Secure funding for all projects in the IDP
1st Quarter Report
2nd Quarter Report
3rd Quarter Report
48 Ensure progressive compliance with institutional and governance requirements
Improved cash flow management and liquidity of the municipality
Implement the effective expenditure and revenue control measures for the municipality
Number of reports on cash flow and expenditure management
Monthly 12 Monthly Reports prepared and submitted
3 Financial Reports for the quarter
3 Financial Reports for the quarter
3 Financial Reports for the quarter
3 Financial Reports for the quarter
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No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
49
Bu
dg
et
an
d T
rea
su
ry
Fin
an
cia
l V
iab
ilit
y a
nd
Ma
na
ge
me
nt
To
ma
na
ge
an
d u
se
pu
bli
c f
un
ds
in
an
eff
icie
nt
an
d a
cc
ou
nta
ble
ma
nn
er
Ensure progressive compliance with institutional and governance requirements
Quarterly performance reports submitted
Preparation of quarterly performance reports
Number of reports prepared and submitted
Quarterly 4 Reports submitted to MM
Quarter1 report
Quarter2 report
Quarter3 report
Quarter4 report
50 Ensure progressive compliance with institutional and governance requirements
Cooperation between Councillors and officials
Hold departmental staff meetings
Number of meetings held
Quarterly Four meetings to be held
1st Quarter Staff meeting
2nd Quarter Staff meeting
3rd Quarter Staff meeting
4th Quarter Staff meeting
51
To
en
su
re t
ha
t a
ll b
us
ine
ss
es
an
d
fin
an
cia
l p
roc
es
se
s a
re 1
00
% w
ith
in
leg
isla
tio
n,
tra
ns
pa
ren
t a
nd
eq
uit
ab
le
Ensure progressive compliance
with institutional and governance requirements
Compliance with MFMA
Prepare and submit S71 reports to
Council and Treasury
Number of S71 Reports submitted
Monthly 12 Monthly S71 Reports
3 Reports per quarter
3 Reports per quarter
3 Reports per quarter
3 Reports per quarter
52 Ensure progressive compliance with institutional and governance requirements
MFMA compliance in terms of Charpter11 (SCM)
Prepare and submit reports on SCM Implementation
Number of reports submitted
Monthly 12 Monthly Reports to be prepared and submitted
3 SCM Reports per quarter
3 SCM Reports per quarter
3 SCM Reports per quarter
3 SCM Reports per quarter
53
To
ma
na
ge
an
d u
se
pu
bli
c f
un
ds
in
an
eff
icie
nt
an
d
ac
co
un
tab
le
ma
nn
er
Control and management of the Expenditure and Investments
Positive cash flow and liquidity ratio of above 3
Monitoring of expenditure and cash flow position on a regular basis
Number of reports produced and submitted
Quarterly 4 Quarterly reports to be submitted to Council
1st Quarter report
2nd Quarter Report
3rd Quarter Report
4th Quarter report
54 Ensure Action Plan Develop and Action Plan On-going Action Plan - Develop Submit Submit
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
progressive compliance with institutional and governance requirements
for audit findings developed and implemented
implement Action Plan to address audit findings
developed and progress reports on implementation
developed and implemented
Action Plan for audit findings
progress reports to Audit Committee and Council
progress reports to Audit Committee and Council
55 T
o e
ns
ure
th
at
all
bu
sin
es
se
s a
nd
fin
an
cia
l p
roc
es
se
s a
re 1
00
% w
ith
in
leg
isla
tio
n,
tra
ns
pa
ren
t, e
qu
ita
ble
Ensure progressive compliance with institutional and governance requirements
Compliance with MFMA Reporting
Submission of all Budget and Quarterly Returns to National and Provincial Treasury
% of compliance with MFMA reporting
Quarterly 100% Compliance with MFMA reporting throughout the year
100% submission of quarterly returns
100% submission of quarterly returns
100% submission of quarterly returns
100% submission of quarterly returns
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
56
Bu
dg
et
an
d T
rea
su
ry
Fin
an
cia
l V
iab
ilit
y a
nd
Ma
na
ge
me
nt
To
en
su
re t
ha
t a
ll b
us
ine
ss
es
an
d
fin
an
cia
l p
roc
es
se
s a
re 1
00
% w
ith
in
leg
isla
tio
n,,
tra
ns
pa
ren
t, e
qu
ita
ble
Ensure progressive compliance with institutional and governance requirements
Compliance with S72 of the MFMA
Submission of Section72 report
Number of reports submitted within legislated date
Annually 1 MFMA S72 Report submitted
S72 Report to be submitted by 25 January 2014
57 Ensure progressive compliance with institutional and governance requirements
Compliance with DoRA
Submission of monthly DoRA reports
% of compliance with DoRA
Monthly 100% Compliance with DoRA Reporting
100% submission of all DoRA Reports
100% submission of all DoRA Reports
100% submission of all DoRA Reports
100% submission of all DoRA Reports
58
Mu
nic
i
pa
l
Ins
titu
tio
na
l
De
ve
l
op
me
nt
an
d
Tra
ns
f
orm
ati
on
To
pro
vid
e
pro
fes
sio
na
l,
eff
icie
nt
pe
op
l
e
ce
ntr
e
d
hu
ma
n
res
ou
r
ce
s
an
d
ad
min
i
str
ati
v
e
se
rvic
es
to
the
co
mm
un
ity
,
sta
ff
an
d
co
un
ci
l Safeguard Council assets
GRAP Compliant Fixed Asset
Update the Fixed Asset Register
Number of audit queries raised by AG
Quarterly Zero audit queries relating to
Appointment of the Service
Physical verification for quarter
Physical verification for quarter
Physical verification for quarter 4
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
Register Fixed Asset Register
Provider for Asset Register review and update
1 and 2 3
59 Safeguard Council assets
Insurance cover to agree with the Fixed Asset Register
Provide for insurance of all municipal assets
Confirmation of cover with insurance company
On-going R600 000 EQS Insurance for all municipal assets
Submit amendment report from insurance company
Submit amendment report from insurance company
Submit amendment report from insurance company
Submit amendment report from insurance company
60 To ensure
progressive compliance with institutional and governance requirements
MFMA
Compliance in terms of budget preparation
Preparation
and submission of Budget Process Plan to Council
Process Plan
prepared and submitted with legislated time frames
Annually Budget
Process Plan document to be adopted by Council
Budget
Process Plan submitted to Council by August 2013
61 To ensure progressive compliance with institutional and governance
requirements
Departmental SDBIP ready for consolidation
Preparation of departmental SDBIP
SDBIP prepared and submitted to Council for approval
Annually SDBIP document approved by Council
Submit Draft SDBIP for approval by Council
Submit Final SDBIP for approval by Council
62
Ba
sic
Se
rvic
e D
eli
ve
ry
To
fa
cil
ita
te e
ns
ure
pro
vis
ion
of
ba
sic
se
rvic
es
tha
t m
ee
t n
ati
on
al
no
rms
an
d s
tan
da
rds
in
an
eff
ec
tiv
e a
nd
su
sta
ina
ble
ma
nn
er
To ensure progressive compliance with institutional and governance requirements
Access to basic level of electricity by all households
Compile data base of households who qualify for free basic electricity
% of households with access to a basic level of service where ESKOM is the supplier
Quarterly 100% Data Base of household qualifying for free basic electricity submitted to Eskom
1st Quarter report
2nd Quarter Report
3rd Quarter Report
4th Quarter report
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
Indicator
63
Bu
dg
et
an
d T
rea
su
ry
Ba
sic
Se
rvic
e D
eli
ve
ry
To
fa
cil
ita
te e
ns
ure
pro
vis
ion
of
ba
sic
se
rvic
es
th
at
me
et
na
tio
na
l n
orm
s a
nd
sta
nd
ard
s i
n a
n e
ffe
cti
ve a
nd
sust
ain
able
manner
To progress compliance with institutional and governance requirements
Improved service delivery through implementation of capital projects
Monitor and report expenditure on capital projects
Number of expenditure reports submitted
Quarterly 4 Quarterly reports to be submitted
1st Quarter report
2nd Quarter report
3rd Quarter report
4th Quarter report
64
Co
rpo
rate
Se
rvic
es
Mu
nic
ipa
l In
sti
tuti
on
al
De
ve
lop
me
nt
an
d t
ran
sfo
rma
tio
n
To
pro
vid
e p
rofe
ss
ion
al,
eff
icie
nt
pe
op
le c
en
tre
d
hu
ma
n r
es
ou
rce
s a
nd
ad
min
istr
ati
ve
se
rvic
es
to
th
e
co
mm
un
ity
, s
taff
an
d c
ou
nc
il
Ensure progress compliance with institutional and governance requirements
Fast and reliable IT infrastructure
Upgrade IT infrastructure and computer equipments
% expenditure of IT upgrade budget
Annually R120 000 EQS 100% Expenditure of IT upgrade budget
Procurement Process
Upgrade completed and report submitted
65 Ensure progressive compliance with institutional and
governance requirements
Improved control environment
Filling of all strategic and key positions
% of strategic and key positions filled within reasonable time
On-going All strategic and key positions must be filled within reasonable
time
Submit status quo report for 1st quarter
Submit status quo report for 2nd quarter
Submit status quo report for 3rd quarter
Submit status quo report for 4th quarter
66 Ensure progressive compliance with institutional
Build capacity and provide skills training
Recruitment and placement of financial interns
Number of interns recruited and placed
On-going R550 000 FMG 5 Financial Interns positions to be filled within
Submit status quo report for 1st quarter
Submit status quo report for 2nd quarter
Submit status quo report for 3rd quarter
Submit status quo report for 4th quarter
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and governance requirements
reasonable time
67 Ensure progressive compliance with institutional and governance requirements
Compliance with Standing Rules and Orders
Coordinate, manage and provide administrative support to EXCO and Council meetings
Number of complains about late distribution of agendas
Monthly No complains expected
Full compliance with Standing Rules and Orders when distributing agendas for the quarter
Full compliance with Standing Rules and Orders when distributing agendas for the quarter
Full compliance with Standing Rules and Orders when distributing agendas for the quarter
Full compliance with Standing Rules and Orders when distributing agendas for the quarter
68 Ensure progressive compliance with institutional and governance requirements
Improved document keeping environment
Procurement of Electronic Filing System
Electronic Filing System installed
Annually R600 000 EQS Procurement and installation of Electronic Filing System
Installation and implementation of the E Filing system
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
69
Co
rpo
rate
Se
rvic
es
Mu
nic
ipa
l
Ins
titu
tio
na
l
De
ve
lop
me
nt
an
d
tra
ns
form
ati
on
To
pro
vid
e
pro
fes
sio
na
l,
eff
icie
nt
pe
op
le
ce
ntr
ed
hu
ma
n
res
ou
rce
s
Ensure progressive compliance with institutional and governance requirements
Compliance with Employment Equity Act
Update Employment Equity Plan
Employment Equity Plan updated and approved by Council
Annually Employment Equity Plan ready for implementation
Appointment of the Service Provider for EEP, and commencement of the process
Submission of the EEP to Council for approval
70
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
To ensure progressive compliance with institutional and governance requirements
Quarterly performance reports submitted
Preparation of quarterly performance reports
Number of reports prepared and submitted
Quarterly 4 Reports submitted to MM
Quarter1 report
Quarter2 report
Quarter3 report
Quarter4 report
71 To ensure Cooperation Hold Number of Quarterly Four 1st Quarter 2nd 3rd Quarter 4th Quarter
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progressive compliance with institutional and governance requirements
between Councillors and officials
departmental staff meetings
meetings held meetings to be held
Staff meeting
Quarter Staff meeting
Staff meeting
Staff meeting
72 To ensure progressive compliance with institutional and governance requirements
Monthly reports submitted to Portfolio Committees
Preparation and submission of monthly reports to Portfolio Committees
Number of portfolio committee reports submitted
Monthly 12 Portfolio Committee Reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
73
Mu
nic
ipa
l In
sti
tuti
on
al
De
ve
lop
me
nt
an
d
Tra
ns
form
ati
on
To
pro
vid
e
pro
fes
sio
na
l, e
ffic
ien
t
pe
op
le c
en
tre
d h
um
an
res
ou
rce
s
To ensure progressive compliance with institutional and governance requirements
Address skills gaps within the municipality
Provide for training of officials and councillors to overcome skills gaps
% of budget spent on training of officials and councillors
Quarterly R200 000 EQS 100% expenditure on staff and councillor trainings
Submit Quarterly status quo report to ExCo and training committee
Submit Quarterly status quo report to ExCo and training committee
Submit Quarterly status quo report to ExCo and training committee
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74
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ep
en
de
mo
cra
cy
th
rou
gh
eff
ec
tiv
e a
nd
eff
icie
nt
fun
cti
on
al
pu
bli
c p
art
icip
ati
on
str
uc
ture
s,
me
ch
an
ism
s a
nd
pro
ce
ss
es
To ensure that public participation activities are undertaken
Ward Constituency meetings to be held in every quarter, and in all Wards.
Quarterly constituency meetings
Number of meetings held
Quarterly 44 Meetings to be held
11 Meetings for 1st quarter
11 Meetings for 2nd quarter
11 Meetings for 3rd quarter
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
75
Co
mm
un
ity
Se
rvic
es
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in
go
ve
rna
nc
e a
nd
sta
ke
ho
lde
r re
lati
on
sh
ips
an
d p
art
ne
rsh
ip
To ensure sufficient capacity to preventive the risk of disasters, manage, respond to disaster and facilitate post
recovery activities
Functional disaster management service centre
Provision of an assistance to the victims of the disaster and provide stipend to those provide technical support
% of disaster issues responded to
On-going R200 000 EQS 100% response to all disaster issues reported
Status quo report to be submitted to ExCo
Status quo report to be submitted to ExCo
Status quo report to be submitted to ExCo
76 To ensure sufficient capacity to preventive
Functional disaster management services
Review of and Implement the Disaster
Disaster Management Plan document approved by
Annually Disaster Management Plan to be reviewed and
Disaster Management Plan submitted
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the risk of disasters, manage, respond to disaster and facilitate post recovery activities
centre Management Plan
Council approved by Council
and approved by Council
77 To ensure sufficient capacity to preventive the risk of disasters, manage, respond to disaster and facilitate post recovery activities
Functional disaster management services centre
Facilitate the provision of fire fighting response during the fire incidence
Number of fire fighting responses provided to reported fire incidents
on-going To have fire fighting services provided to all reported incidents
Submit Quarterly Reports to Council
Submit Quarterly Reports to Council
Submit Quarterly Reports to Council
Submit Quarterly Reports to Council
78 To contribute towards the achievement of universal access to
social services
Maintenance of the Community Halls, cemeteries
and Sports Field
Maintenance and upgrade Sports Fields, cemeteries
and halls in the Dannhauser Municipal Area
% of community halls, sports fields and cemeteries
reported as “not in good condition” during verifications
Quarterly R650 000 EQS Municipal community and infrastructure assets to
be kept in good condition
Quarterly Verifications Report
Quarterly Verifications Report
Quarterly Verifications Report
Quarterly Verifications Report
79 To contribute towards the achievement of universal access to social services
Compliance with environmental and waste management act
Provide refuse removal services in all households with town area
% of households provided with refuse removal services
Weekly All household ,businesses within town to be provided with refuse removal weekly
100% Refuse collection done
100% Refuse collection done
100% Refuse collection done
100% Refuse collection done
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No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
80
Co
mm
un
ity
Se
rvic
es
Go
od
Go
ve
rna
nc
e a
nd
Pu
bli
c P
art
icip
ati
on
To
de
ve
lop
, m
an
ag
e a
nd
ma
inta
in g
ov
ern
an
ce
an
d s
tak
eh
old
er
rela
tio
ns
hip
s a
nd
pa
rtn
ers
hip
To contribute towards the achievement of universal access to social services
Undertake cleaning campaign and awareness campaign in the entire Dannhauser area
Coordinate and facilitate Cleaning campaign
Awareness campaign held
Annually R12 000 EQS To have 1 Cleaning Campaign during the year
Cleaning Campaign
81 To contribute towards the achievement of universal access to social services
Support to the Refuse Site and assisting the district municipality on their programmes
Wide District Programmes and Compilation of the Business Plan for identified programmes in the IDP
Bankable Business Plans prepared and submitted for funding
On-going To have Business Plans prepared and submitted for all projects without funding in the IDP
Submit Status Quo Report to ExCo
Submit Status Quo Report to ExCo
Submit Status Quo Report to ExCo
Submit Status Quo Report to ExCo
82 To ensure progressive compliance with institutional and governance requirements
Compliance with municipal by-laws
Implement municipal by-laws
% of non-compliance reports submitted
On - going Zero non-compliance reports
Gazetting of By-Laws
Quarterly Report
Quarterly Report
Quarterly Report
83 To ensure progressive compliance with institutional
and governance requirements
Road signs erected
Erect and maintain road signs to reduce road accidents
Number of roads with visible road signs upon inspection
On – going All roads to have visible road signs
Inspection report submitted
Erection of new road signs as per inspection
report
Inspection report for maintenance purposes
Inspection report for maintenance purposes
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84
Mu
nic
ipa
l In
sti
tuti
on
al
De
ve
lop
me
nt
an
d T
ran
sfo
rma
tio
n
To
pro
vid
e p
rofe
ss
ion
al,
eff
icie
nt
pe
op
le c
en
tre
d h
um
an
re
so
urc
es
an
d a
dm
inis
tra
tiv
e
To ensure progressive compliance with institutional and governance requirements
Maintenance of cemeteries
Preparation of cemetery upgrade plan
Cemetery Upgrade Plan approved by Council
Annually Have Cemetery Upgrade Plan approved
Plan submitted to Council for approval
85
Fin
an
cia
l V
iab
ilit
y a
nd
Ma
na
ge
me
nt
To
ma
na
ge
an
d u
se
pu
bli
c
fun
ds
in
an
eff
icie
nt
an
d
ac
co
un
tab
le m
an
ne
r
Ensure the municipality has adequate financial resources & controls to meet annual performance objectives of the municipality
Manage the department within the budgetary and policy framework of the municipality
Implement effective expenditure control measures within the budget allocated to the department
Number of expenditure reports submitted
Monthly 12 Monthly Reports to be prepared and submitted to Council
1st Quarter Report submitted
2nd Quarter Report submitted
3rd Quarter Report submitted
4th Quarter Report submitted
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
86
Co
mm
un
ity
Se
rvic
es
Fin
an
cia
l V
iab
ilit
y
an
d M
an
ag
em
en
t
To
bu
ild
a
mu
nic
ipa
lity
th
at
is f
ina
nc
iall
y
via
ble
To ensure progressive compliance with institutional and governance requirements
Effective functioning of the Law Enforcement Section
Submit reports on law enforcement indicating offences and accidents
Number of reports submitted
Monthly 12 Monthly Reports to be submitted
3 Reports for the 1st Quarter
3 Reports for the 2nd Quarter
3 Reports for the 3rd Quarter
3 Reports for the 4th Quarter
87
Te
ch
nic
al
Se
rvic
es
Go
od
Go
ve
rna
nc
e
an
d P
ub
lic
Pa
rtic
ipa
tio
n
To
de
ve
lop
,
ma
na
ge
an
d
ma
inta
in
go
ve
rna
nc
e a
nd
sta
ke
ho
lde
r
rela
tio
ns
hip
s
an
d p
art
ne
rsh
ip
To ensure progressive compliance with institutional and governance
Secure funding for projects prioritized in the IDP
Compilation of the Business Plans for projects, Infrastructure and other
Business Plans prepared and submitted
Quarterly Business Plans prepared and submitted for all projects in the IDP
Submit Quarterly Status quo reports
Submit Quarterly Status quo reports
Submit Quarterly Status quo reports
Submit Quarterly Status quo reports
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requirements prioritised projects
88 To ensure progressive compliance with institutional and governance requirements
Monthly reports submitted to Portfolio Committees
Preparation and submission of monthly reports to Portfolio Committees
Number of portfolio committee reports submitted
Monthly 12 Portfolio Committee Reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
3 Monthly portfolio committee reports
89
Ba
sic
Se
rvic
e D
eli
ve
ry
To
en
su
re p
rov
isio
n o
f a
de
qu
ate
pu
bli
c f
ac
ilit
ies
an
d a
me
nit
ies
wit
hin
th
e c
om
mu
nit
y i
n a
tim
ely
ma
nn
er
To provide access to basic level of infrastructure services
Civic Centre Project
Construction of a Civic Centre in town
Civic centre completed
Annually Building of a Civic Centre
Procurement processes
Quarterly Progress Report
Quarterly Progress Report
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90
To
fa
cil
ita
te a
nd
en
su
re p
rov
isio
n o
f b
as
ic s
erv
ice
s t
ha
t m
ee
t n
ati
on
al
no
rms
an
d s
tan
da
rds
in
an
eff
ec
tiv
e a
nd
su
sta
ina
ble
ma
nn
er
To provide Access Roads in the entire Municipal area
Implementation of the Capital Project in terms of MIG Budget
Construction and upgrade of rural roads
% of capital budget spent on rural roads
Quarterly R8 728 000 MIG 100% expenditure on rural roads
Procurement processes
Quarterly progress reports submitted to Council
Quarterly progress reports submitted to Council
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN |SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP) MARCH 2013
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
91
Te
ch
nic
al
Se
rvic
es
Ba
sic
Se
rvic
e D
eli
ve
ry
To
en
su
re p
rov
isio
n o
f a
de
qu
ate
pu
bli
c
fac
ilit
ies
an
d a
me
nit
ies
wit
hin
th
e
co
mm
un
ity
in
a t
ime
ly m
an
ne
r
To contribute towards the facilitation of universal access to Public Amenities
Provision of the Public Amenities in all Wards
Construction of Indoor Sports Centre
Indoor Sports Centre completed
Annually R7 000 000 MIG To have Indoor Sports Centre constructed
Procurement Process
Quarterly Progress Reports
Quarterly Progress Reports and close-out report
92
To
up
gra
de
an
d m
ain
tain
infr
as
tru
ctu
re s
ys
tem
s i
n o
rde
r to
imp
rov
e q
ua
lity
of
life
an
d a
cc
es
s t
o
se
rvic
es
To contribute towards the facilitation of universal access to Public Amenities
Upgrade of the Municipal Infrastructure
Develop and implement roads maintenance plan
Roads Maintenance Plan approved and roads rehabilitated
On-going To have Roads Maintenance Plan approved and roads rehabilitated
Maintenance Plan submitted to Council
Quarterly Report on maintenance of roads
Quarterly Report on maintenance of roads
Quarterly Report on maintenance of roads
93 Ensure progressive compliance with institutional and governance requirements
Upgrade of the Municipal Vehicle and machines
Provide repairs and maintenance on municipal vehicles
Number of vehicles reported not to be in good order
On-going R348 851 EQS To have all municipal vehicles in good order
Quarterly Status quo report to be submitted to ExCo
Quarterly Status quo report to be submitted to ExCo
Quarterly Status quo report to be submitted to ExCo
Quarterly Status quo report to be submitted to ExCo
94
To
fa
cil
ita
te a
nd
en
su
re p
rov
isio
n
of
ba
sic
se
rvic
es
tha
t m
ee
t n
ati
on
al
no
rms
an
d
sta
nd
ard
s i
n a
n
eff
ec
tiv
e a
nd
su
sta
ina
ble
ma
nn
er
To ensure progressive compliance with institutional and governance requirements
Provide alternative energy to those without access to electricity
Establish a database for all households without access to electricity
Data base available
Annually To have a data base of all household without access to electricity
Database presented to Council for noting
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95 To ensure progressive compliance with institutional and governance requirements
Control buildings in terms of building regulations
Approve building plans for structures within town
% of building plans approved before construction
On-going To have all buildings approved prior to construction
Quarterly report to Portfolio Committee
Quarterly report to Portfolio Committee
Quarterly report to Portfolio Committee
Quarterly report to Portfolio Committee
96 To ensure progressive compliance with institutional and governance requirements
To regulate and facilitate development in terms of the legislation
Attend to town planning applications on time
% of Town Planning applications dealt within the statutory timeframe
On=going To have all town planning applications attended to within reasonable time
Quarterly progress reports on town planning issues submitted to Portfolio Committee
Quarterly progress reports on town planning issues submitted to Portfolio Committee
Quarterly progress reports on town planning issues submitted to Portfolio Committee
Quarterly progress reports on town planning issues submitted to Portfolio Committee
97 To ensure progressive compliance with institutional requirements
Regulate and facilitate development in terms of the legislation
Reduce encroachments in the municipal land
% of unauthorized land uses
On-going To reduce all encroachments to zero in this financial year
Submit Quarterly Status quo reports to Portfolio Committee
Submit Quarterly Status quo reports to Portfolio Committee
Submit Quarterly Status quo reports to Portfolio Committee
Submit Quarterly Status quo reports to Portfolio Committee
No. Dept National
KPA
Strategic Objective
Development Strategy
Output
Performance
Indicator
Project/
Activity
Unit of
Measurement
Timeline/
Frequency
Budget
Allocation
Funding
Source
Annual
Target
Quarterly Targets
Sept 13 Dec 13 Mar 14 Jun 14
98
Te
ch
nic
al
Se
rvic
es
Ba
sic
Se
rvic
e D
eli
ve
ry
To
fa
cil
ita
te a
nd
en
su
re p
rov
isio
n o
f
ba
sic
se
rvic
es
th
at
me
et
na
tio
na
l n
orm
s
an
d s
tan
da
rds
in
an
eff
ec
tiv
e a
nd
su
sta
ina
ble
ma
nn
er
To ensure progressive compliance with institutional and governance requirements
Provision of Alternative Energy in Areas in designated/ or areas that Electrification that are scattered
Installation of Solar Panels, Ward1&2
% of budget spent on provision of solar panels
Annually R500 000 EQS To have solar panels installed in ward 1 & 2
Procurement processes
Quarterly Progress Report submitted
Quarterly Progress Report submitted and close out report
99 To provide electricity or lighting to all Dannhauser Areas
Universal access to electricity
Implement electrification projects for the year
% of households with access to electricity
On-going 100% Electrification of household within municipal area
25% households electrified
25% households electrified
25% household electrified
25% household electrified
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100 To establish formal structure for Entrepreneurs in a formal centre with services
Mini Shopping Centre constructed
Construction of the Mini Shopping Centre for Informal Business Sector
Mini Shopping Centre completed with set timeframes
Annually Mini Shopping Centre completed within set timeframes
Procurement Process
Construction at 75% and report submitted
Construction complete and hand over
101 Provision of Infrastructur
e for attraction of Investors
Extension and Upgrade
of the Industrial Area
Upgrade and Extension of
the Industrial Area
Land fully serviced and
available for development
Annually Servicing of land to be
used for industrial development
Procurement Stage
Progress report on
implementation at 10%
Progress report on
implementation at 75%
Progress and Close-Out
Report at 100%
102 To provide street lighting in identified areas
Improved Lighting in the Main Street
Upgrade and maintain lighting in the main street
New street lights installed
Annually New street lights installed in identified areas
Report submitted with complete installations
Implementation of the project
103 Facilitate land for Development of the Town and Expansion purpose.
Registration and transfer of Land to the Municipality Name, and purchasing of land
Acquisition of the Land for Expansion and Development
New land transferred to the Municipality
Annually Land acquired for expansion and development
Report on identified land for purchasing
Report of facilitation with owners
Land procured and transferred to the municipality
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | SERVICE DELIVERY, BUDGET AND IMPLEMENTATION PLAN (SDBIP)
March 2013
DANNHAUSER MUNICIPALITY
2013/2014 SERVICE DELIVERY BUDGET AND IMPLEMENTATION PLAN SUMMARY VERSION
NO. PROJECT DESCRIPTION WARD OR OTHER
BUDGET TARGET TIME FRAME
RESPONSIBLE DEPARTMENTS: MUNICIPAL MANAGER/ TECHNICAL SERVICES/ FINANCE
1. INDUSTRIAL AREA EXTENSION AND UPGRADE
REHABILITATION AND UPGRADE OF THE INDUSTRIAL AREA
2 R 48 000 000 WELL SERVICE AND STRUCTURED INDUSTRIAL AREA
2012/2013, 2013/2014, 2014/2015, 2015/2016
2. PAVEMENT LIGHTING UPGRADE LIGHTING OF THE STREET LIGHT PAVEMENT AT THE MAIN STREET
2 R 1 500 000 PAVEMENT LIGHTING
2012/2013, 2013/2014
3. ELECTRIFICATION PROJECT
ACHIEVING UNIVERSAL ACCESS OF ELECTRICITY TO DANNHAUSER AREA
8, 3, 1 R 25 000 000 PROVISION OF ELECTRICITY TO ALL DANNHAUSER AREA
2012/2013,
2013/2014
4. MINI SHOPPING CENTRE PROVISION OF SHELTER OR FACILITY
2 R 1 500 000 MINI SHOPPING CENTRE
2012/2013, 2013/2014
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FOR INFORMAL BUSINESS SECTOR
5. LAND ACQUISITION SECURING LAND FOR CBD AREA EXPANSION AND DEVELOPMENT
2 R 6 500 000 ENOUGH LAND FOR TOWN EXPANSION
2012/2013, 2013/2014
6. UBUHLEBOMZINYATHI HOUSING PROJECT
PROVISION OF 2500 HOUSES
9,10,6 R 200 000 000 00
PROVISION OF PROPER HOUSES
2013/2014, 2014/2015
7. DANNHAUSER HOUSING PROJECT
PROVISION OF 1000 HOUSES TO DANNHAUSER TOWN RESIDENTS
2 R 100 000 000
PROVISION OF PROPER HOUSES
2012/2013, 2013/2014, 2014/2015
8. RAMAPHOSA HOUSING PROJECT
PROVISION OF 100 HOUSING TO RAMAPHOSA RESIDENT
2 R 13 400 000 PROVISION OF PROPER HOUSING TO RAMAPHOSA COMMUNITY
2012/2013, 2013/2014
9. WARD6 COMMUNITY HALL
PROVISION OF PUBLIC AMENTIES
6 R 3 500 000 COMMUNITY HALL 2013/2014
10. WARD2 TOWN HALL PROVISION OF TOWN HALL
2 R 5 500 000 TOWN HALL 2013/2014
11. ALTERNATIVE ENERGY PROJECT
PROVISION OF SOLAR PANELS ALTERNATIVELY TO AREAS WHERE THERE IS NO
1,10, 9,8 R 1 000 000 SOLAR PANELS TO PRIORITISED WARDS
2013/2014
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INFRASTRUCTURE
12. MAST LIGHT PROJECTS PROVISION OF MAST LIGHTS FOR LIGHTING AND REDUCING CRIME
7, 3, 10, 8, R 1 200 000 MAST LIGHT TO PRIORITISED AREAS OR WARDS
2013/2014
13. CIVIC CENTRE PROJECT PROVISION OF PROPER FACILITY FOR MUNICIPALITY AND OTHER GOVERNMENT DEPARTMENTS FOR CENTRALISATION OF SERVICES AND EASILY ACCESSIBLE
2 R 40 000 000 CIVIC CENTRE 2013/2014, 2014/2015
14. TRAFFIC CENTRE OFFICES
PROVISION OF TRAFFIC OFFICES FOR BETTER SERVICES
2 R 35 000 000 FULLY EQUIPPED TRAFFIC CENTRE
2013/2014, 2014/2015
15. DURNACOL SPORTS COMPLEX PROJECT
DECENTRALISING SPORTS VENUE FOR PROPER COORDINATION AND ENSURING THAT DURNACOL BECOMES A SPORTS HUB
1 R 7 000 000 DURNACOL SPORTS COMPLEX
2013/2014, 2014/2015
16. RURAL ROADS PROJECTS PROVISION OF ACCESS ROADS FOR ACCESIBILITY OF SERVICES
3,2,4,1,5,7,4 R 10 000 000 RURAL/ACCESS ROADS
2013/2014, 2014/2015
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17. URBAN ROADS UPGRADE CENTRE 2,1 R 20 000 000 MARKET RELATED 2013/2014,
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PROJECTS TOWN ROADS, TARRING AND IMPROVING RESIDENTIAL ROADS
ROADS FOR URBAN AREA
2014/2015, 2015/2016
18. CHILD CARE FACILITIES PROVISION OF CHILD CARE FACILITIES
4,5,6,8 R 10 000 000 CHILD CARE FACILITIES
2013/2014, 2014/2015, 2015/2016
19. CLINIC RELOCATION MUNICIPAL OFFICES, DECENTRALISATION OF THE GOVERNMENT DEPARTMENT OFFICES FOR ACCESSIBILITY OF SERVICES
1, R 15 000 000 CLINIC 2013/2014, 2014/2015
20. DANNHAUSER HEALTH CARE CENTRE
PROVISION OF HEALTH CARE CENTRE FOR THE DANNHAUSER AREA
2 R 132 000 000
DANNHAUSER HEALTH CARE CENTRE
2012/2013, 2013/2014
21. DANNHAUSER TRAFFIC LIGHT (ROBOT)
PROVISION TRAFFIC LIGHT (ROBOT) AT THE ENTRANCE OF THE TOWN
2 R 300 000 TRAFFIC LIGHT AT THE ENTRANCE OF DANNHAUSER
2013/2014
22. THUSONG LIBRARY SERVICE
PROVISION OF THE MOBILE LIBRARY AT THUSONG SERVICE CENTRE
11 R 600 000 (ACCELOR MITTAL)
MOBILE LIBRARY 2013/2014
23. DANNHAUSER FARM INSTITUTIONALISING 1 R 1 000 000 FUNCTIONAL 2013/2014
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PROJECT THE FARM IN A BUSINESS IDEA FOR LED INITIATIVES
DANNHAUSER FARM, AND INSTUTIONALISED
24. COMMUNITY SKILLS DEVELOPMENT
TRAINING AND REGISTRATION OF COOPERATIVES
1-11 R 250 000 EMPOWERMENT OF COMMUNITY IN DIFFERENT AREAS
2013/2014
25. SPORTS FIELDS UPGRADE
UPGRADE SPORTS FIELDS IN ALL 11WARDS
1-11 R 400 000 COMMUNITY SPORTS FIELDS UPGRADED
2013/2014
26. RURAL CEMETERY PROJECT
FENCING RURAL CEMETRIES
1-11 R 350 000 RURAL CEMETRIES FENCED
2013/2014
27. DANNHAUSER POUND PROJECT
ESTABLISHMENT OF THE DANNHAUSER POUND FOR CONTROLLING THE SCATTERED LIVESTOCKS
2 R 300 000 WELL ESTABLISHED DANNHUASER POUND
2013/2014
28. DANNHAUSER SANITATION PROJECT
PROVISION OF BASIC SERVICES, SANITATION TO ALL WARDS AS PER DISTRICT MUNICIPALITY PLAN
5,6,7,8,9 R 80 000 000 TOILETS TO DANNHAUSER RURAL AREAS
2013/2014
29. UBUHLE BE ALLEN WATER PROJECT
PROVISION OF BASIC SERVICES (WATER) TO ALL WARDS IN DANNHAUSER
3, 4, 8, 1 R 15 000 000 WATER INFRASTRUCTURE AVAILABLE TO COMMUNITIES
2013/2014
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RESPONSIBLE DEPARTMENT : MUNICIPAL MANAGER/COMMUNITY AND CORPORATE SERVICES/ FINANCE
30. WARD COMMITTEES SUPPORTING WARD COMMITTEES
1-11 R 900 000 SERVICED AND FUNCTIONAL OF WARD COMMITTEES
2013/2014
31. WARD CONSTITUENCY MEETINGS
CONVENING WARD QUARTERLY CONSTITUENCY MEETINGS IN ALL WARDS
1-11 R 900 000 CONSTITUENCY MEETINGS HELD IN ALL WARDS
2013/2014
32. FIRST ELEVEN TERTIARY AID
SUPPORTING NEEDY LEARNERS FOR ENTRANCE TO TERTIARY INSTITUTIONS
1-11 R 400 000 11 BEST PERFORMING MATRIC STUDENT FOR 2013 SUPPORTED FOR TERTIARY REGISTRATION AND OTHER TUITION NEEDS
2013/2014
33. MUNICIPAL ZIBAMBELE PROVIDING JOBS TO NEEDY FAMILIES AND ENROL THEM TO MUNICIPAL ZIBAMBELE
1-11 R 450 000 ENROLING PARTICIPANTS TO MUNICIPAL ZIBAMBELE, AND IMPLEMENTATION OF THE MUNICIPAL ZIBAMBELE PROGRAMME
2013/2014
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33. YOUTH INCENTIVE SCHEME
ASSISTING QUALIFIED INDIVIDUALS FOR AQUIRING EXPERIENCE TO DIFFERENT COMPANIES
1-11 R 350 000 REGISTRATION OF SKILLED YOUTH TO DIFFERENT COPORATE COMPANIES
2013/2014
34. YOUTH YOUTH PROGRAMMES AND ACTIVITIES
1-11 R 500 000 IMPLEMENTATION OF THE YOUTH PROGRAMME
2013/2014
35. DISABLE DISABLE ACTIVTIES 1-11 R 200 000 IMPLEMENTATION OF THE DISABLE PROGRAMMES
2013/2014
36. HIV/AIDS HIV/AIDS ACTIVTIES 1-11 R 400 000 IMPLEMENTATION OF THE HIV/AIDS RELATED PROGRAMME
2013/2014
37. SPORTS AND RECREATION
SUPPORT ALL SPORTS AND RECREATION ACTIVTIES
1-11 R 450 000 IMPLEMENTATION OF THE SPORTS AND RECREATION PROGRAMMES
2013/2014
38. IDP/BUDGET ROADSHOWS
CONVENING IDP/BUDGET/PMS ROADSHOWS
1-11 R 600 000 CONVENING OF THE IDP/BUDGET/PMS ROAD SHOWS PROGRAMMES
2013/2014
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8 ORGANIZATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM (OPMS)
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8.1 BENEFIT OF AN ORGANISATIONAL PMS
Provides appropriate management information for informed decision-making.
Manages expectations and ensuring increased accountability between the role-players within and external to the municipality.
Provides early warning signals .
Identifies major or systematic blockages and guides future planning.
Encourages the direction of resources
Checking that the delivery is happening as planned.
Promotes the efficient utilization of resources.
Promotes the delivery of the envisaged quality of service.
Assists municipalities in making timeous and appropriate adjustments in the delivery and management of resources.
Identifies capacity gaps in both human and non-human resources, assists in determining right-sizing requirements.
Identifies communities and areas that lag behind others in terms of development and thus assists in spatial and sectoral integration.
Assists municipalities in their “developmental” role/focus.
8.2 ORGANISATIONAL PERFORMANCE REPORTS
The municipality prepares organisational performance report on a quarterly basis. This report is closely aligns PMS to the IDP and Budget in order to ascertain that developments are related to the strategies and objectives of the IDP and are within the allocated budget. These reports are informed by the SDBIP. The report covers the following areas: o Key performances areas – each project has been linked to the district municipality’s KPA from which the departmental KPA is established and in turn
KPI’s are formed.
o Budget, time frame/frequency – linked to each project is a budget, frequency or timeline
o Actual expenditure – which indicates the total amount spent thus far for the project
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o Actual % progress – which indicates the actual implementation of the project independent of the actual expenditure on each project.
During the quarterly performance assessment of Section 57 Managers [as described in the next chapter], each Section 57 Manager is expected to provide further explanations on every project being conducted by the department. Matters pertaining to underperformance and/or bottlenecks are address during these assessments. In cases where for instance, a project cannot meet its date due to lack of resources; the Municipal Manager, Portfolio Councillor and/or Executive Committee may intervene. There are also site visits that are conducted on a regular basis to evaluate the successful implementation of the project. This is a responsibility of an official facilitating the project, the Municipal Manager, Portfolio Councillor and/or Executive Committee.
The quarterly reports build up to a consolidated financial year end organisation performance report. The financial year end organisation report is part of that financial year annual performance report.
8.3 CUSTOMER SATISFACTION SURVEY
A critical element of performance management systems is the survey of perceptions of customers (the community) serviced by the municipality. Chapter 6, section 42 of the MSA 2000 stipulates that “a municipality must in terms of Chapter 4 of the said act, involve the local community in the development; implementation and review of the municipality’s performance management system and, in particular, allow the community to participate in the setting of appropriate key performance indicators and performance targets for the municipality”. Chapter 4, Section 16 (1) of the said act highlights the significance of developing a culture of community participation in the municipal affairs. The municipality had conducted the first Community Satisfactory Survey during 2007/2008 financial year, in the year under review, the survey will be conducted during the last round of the 2009/2010 IDP/Budget Road show’s, .which will be held before the end of April 2010, the survey in all ten wards.
8.3 STAFF SURVEY
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The first Staff Survey will be conducted during 2010/2011 Financial year.
8.4 ANNUAL REPORT
The Municipal Finance Management Act requires all municipalities to compile an annual report which must amongst others include a municipality’s performance report compiled in terms of section 46 of the MSA. The annual report timeline and process plan as guided by the relevant legislations are as stated in the tables below.
TABLE 48: Annual Report Timeline
MILESTONE DUE BY: MFMA AO to submit AFS to AG 31 August Sect 126(1)(a)
AG to return audit report 30 November Sect 126(4)
Mayor to table quarterly reports <30 days after end of quarter Sect 52(d)
Mayor to table AR to council 31 January Sect 127(2)
Council to consider & adopt oversight report 31 March Sect 129(1)
AO to publicise report 7 April Sect 129(3)
AO to submit copy to Provincial Legislature (MEC LG) 7 April Sect 132(2)
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | ORGANIZATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM (OPMS) JANUARY 2013
TABLE 49: Annual Report Process Plan
MONTH ACTIVITIES July 4th Quarterly Report (Previous Year)
August MAPR & AFS to AG
September
October 1st Quarterly Report
November AG Audit Report
December
January Mayor AR to Council 2nd Quarterly Report
February
March Oversight Report
April Publicise AR Submit AR to Provincial Legislature
3rd Quarterly Report
May
June
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | ORGANIZATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM (OPMS) JANUARY 2013
SECTION G:
DISASTER MANAGEMENT POLICY
AND PLAN
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9 DISASTER MANAGEMENT PLAN AND POLICY
DISASTER MANAGEMENT POLICY
Municipal Manager – Head Disaster Manager (034) 621 2666
Representative KZN NPA – Admin & Traffic (034) 621 2666
Commanders SAPS – Dannhauser (034) 621 6400
Magistrate – Local Magistrate (034) 621 2227
Health Inspector – Provincial (None Local)
Director Technical Services (034) 621 2666
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Welfare – Dannhauser Local (034) 621 2351
Traffic/Fire – Chief Protection Services (034) 621 2666
Rescue/Evacuation – Financial Manager (034) 621 2666
Sizabantu Funeral Parlour – Manager/Owner
Private Persons in Sec 3 (to confirm availability)
Farmers Association - Chairperson
Amakhosi – Various Areas
Schools – Inspector (None Local)
Representative DC 25 (District Municipality) Disaster Manager
Newcastle Protection Services
Department of Agriculture (034) 621 2080
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TABLE OF CONTENTS
Section 1
Location of Disaster Management Centre 105 Personnel – Disaster Management Centre Other Organisations 105 Disaster Management Communication Centres 106 Other Municipalities 106 Departmental Managers 109
Section 2
Director: Community Services 109 Functions 110 Staff Compliment 110
Section 3
Chief Financial Officer 110 Managerial Staff 110 Functions 111 Staff Compliment 111
Section 4
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Director: Community services 111 Managerial Staff 111 Functions 111 Staff Compliment 112 Ambulance Services 112 Hospitals 112 Medical Doctors 112 Hospital Doctors 113 Pharmacies 113 Emergency Medical Suppliers 113
Section 5
Director: Technical Services 113 (water & sewer; roads; stormwater & buildings) Functions 114 Staff Compliments 114
Section 6
Electrical & Mechanical Services Director: Technical Services 114
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Functions 114
Staff Compliment 114
Section 7
Traffic & Fire 115 Chief Protection Services 115 Managerial Staff 115 Functions 115 Staff Compliment 115
Section 8
Director: Community Services 116 Managerial Staff 116 Functions 116 Staff Compliments 116
Section 9 Director: Corporate Services 117 Managerial Staff 117 Functions 117 Staff Compliment 117
ANNEXURES
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Municipal Transportation 118 Disaster Management Policy 119
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DISATER MANAGEMENT – DANNHAUSER MUNICIPALITY
DISASTER MANAGEMENT CENTRE (D.M.C)
SECTION 1
1. Chief Disaster Management
Nkosi W B 034 621 2666 (Office)
034 621 3114 (Fax)
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082 907 6049
Maps & Plotting Personnel
Town Planning Technician : C Krause
Director : Technical Services D L Walker 084 206 5940
Chief Protection Services M A Nsibande 034 6212666 (Office)
034 621 3114 (Fax)
082 715 7603
Radio/Telephone Operators
M A Nsibande 034 621 2666 (Office)
082 715 7603
OTHER ORGANISATIONS
a) Representative – provincial Administration
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Liz Diedericks Tel(w) 033 355 6289 Cell: 082 821 3389
b) Disaster Management Institute of Southern Africa
Tel: 011 822 1634 Fax: 011 822 3563
P.O. Box 1730, Primrose Hall, 1417
Email: [email protected]
c) Amajuba District Municipality
B9376 Ithala Buliding 034 314 3759
Madadeni
Fax: 034 314 3785
d) Newcastle Municipality
Fax: 034 312 1570
e) South African Police Services
Commanding Officer
Lt Col. Ntanda 034 621 6400(Office)
034 621 6400(Fax)
082 417 6372
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f) Rural Communication network
Amakhosi
INkosi W N Zwane 082 541 3333
INkosi W S Ntuli 034 366 7851
INkosi S J Nkosi 034 366 7298
INkosi J E M Radebe
NB: SIPHO BUTHELEZI SHOULD BE CONTACTED WITH REGARDS TO ANY INFORMATION WHICH NEEDS TO BE COMMUNICATED TO THE AMAKHOSI 034 548 6379
g) Department of Agriculture
Mr Lunga 034 621 2080(Office)
h) Department of Social Welfare
Mrs L Khumalo 034 621 2351 (office)
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DISASTER MANAGEMENT COMMUNICATION CENTRES –
OTHER MUNICIPALITIES
LADYSMITH (ENAMBITHI)
Municipal Manager 036 637 2231/8
Borough Electrical Engineer 036 637 6095
Borough Engineer 036 637 6804
Fire/Traffic Services All Hours: 036 631 1777
VRYHEID (ABAQULUSI)
Municipal Manager All Hours: 034 982 2133
Electricity All Hours: 034 982 2947
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Engineer Civil All Hours: 034 982 2906
Health Services 034 982 2525
Protection Services 034 982 2948
After Hours: 034 982 2133
NEWCASTLE
Municipal Manager All Hours: 034 312 1222
Chief Operations Officer All Hours: 034 312 1222
Electrical/ Mechanical; Water & Sewer;
Roads; Stormwater and Buildings
Director Community Services All Hours: 034 312 1222
Fire;Security;Traffic ; Cleansing; Health
DUNDEE (ENDUMENI)
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Municipal Manager All Hours: 034 212 2121
Fire All Hours: 034 212 2121
Electrcity All Hours: 034 212 2121
Engineering All Hours: 034 212 2121
Health All Hours: 034 212 2121
DANNHAUSER MUNICIPALITY
DEPARTMENTAL MANAGERS
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a) Director Technical Services
D L Walker 084 206 5940
b) Chief Financial Officer
B B Mdletshe 082 604 1413
c) Director: Corporate Services S Narothum 083 661 5705
d) Chief Protection Officer
M A Nsibande 082 715 7603
e) Director: Community Services J H Roeloffse 071 261 7442
f) Disaster Management Officer P J Graham 072 511 9891
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INFORMATION COMPONENT: COMMUNITY SERVICES
SECTION 2 DIRECTOR
J H Roeloffse 071 261 7442
Functions
Responsible for Radio and Telecommunications.
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Responsible for the establishment and maintaining of all written communication between the control centre and other institutions.
Providing the Disaster Manager with reports
The receipt and circulation of information in close liason with the SA Police Services and SA Army Keeping the community informed about events.
The compilation and submission of statistics and reports.
Staff Compliment M A Nsibande 082 715 7603 P J Graham 072 511 9891 P Sithebe 078 739 2106 P Mthanti 078 153 1121 E Gwija S N Dlamini INFORMATION COMPONENT: TREASURY AND BUDGET OFFICE SECTION 3
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Chief Financial Officer B B Mdletshe 082 604 1413 Revenue accountant K Ntuli Expenditure Accountant Vacant Functions
Receipt and spending of funds
Collection of funds and donations in accordance with the MFMA 56 of 2003 regulations.
Providing the Disaster Manager with a relevant report. Purchasing Responsible Person
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Invoicing Responsible Person K Ntuli Staff Compliment S K Buthelezi J Hlongwane INFORMATION COMPONENT: MEDICAL AND PUBLIC HEALTH SECTION 4 DIRECTOR J H Roeloffse 071 261 7442 Health Inspector Vacant
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Functions
Responsible for first aid treatment of casualties.
Determination of needs, compilation and training of emergency help team.
Collection and maintenance of emergency help and equipment
Identification and organization for vehicles, which can be used as ambulances.
Identification of emergency hospitals in co-operation with emergency relief and welfare officials
Training of personnel and testing of equipment
Obtaining the necessary documentation forms
Providing the Disaster Manager with reports
The maintenance of sanitation facilities at gathering points
Identification of support equipment, provision and chemicals
Keeping of records Staff Compliments
AMBULANCE SERVICES
Dannhauser Ambulance Services and Newcastle Ambulance Services are used KwaZulu Natal Provincial 10177
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KwaZulu Natal Private Ambulance 086 000 2626 Critivac 086 033 3033 E R 24 084 124 M R I 080 345 0000 St Johns 034 315 9211 Red Cross 034 312 2666/ 082 676 7566 Cell Phone 112
HOSPITALS Newcastle Provincial Hospital 034 328 0000
MEDICAL DOCTORS
Dr T S Sibiya Main Street : Dannhauser 034 621 2874
HOSPITAL DOCTORS
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Relief Drs Contact Hospital 034 328 0000 After Hours Contact Hospital 034 328 0000
DENTAL PRACTIONERS None
PATHOLOGY LABORATORIES None
FIRST AIDERS (PRIVATE) None
PHARMACIES
Cambrian Pharmacy Newcastle Road 034 621 2228
EMERGENCY MEDICAL SUPPLIERS
Newcastle Provincial Hospital 034 328 0000 Thandanani Clinic eMafusini 034 621 2666 Durnacol Clinic 034 622 5002
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Dr T S Sibiya Main Road 034 621 2874
SOUTH AFRICA NATIONAL BLOOD TRANSFUSION SERVICE
None
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INFORMATION COMPONENT: TECHNICAL SERVICES
SECTION 5
MANAGER: TECHNICAL SERVICES
D L Walker
Functions
Responsible for water supply to the control centre and gathering points.
Organisation of pump equipment.
Make existing roads and streets accessible
Provide alternate routes for emergency supplies to reach victims of a disaster.
Staff Compliment: Technical Services
C Krause
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R Masthan
T Nkomzwayo
P K Aheer
S Hoosen
A Ndlovu
L Collett
Truck Driver
Vacant
SECTION 6
DIRECTOR
D L Walker 084 206 5940
Functions
Electrical Services
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Staff Compliment
Outsourced Service
INFORMATION COMPONENT: TRAFFIC AND FIRE
SECTION 7
Chief
M A Nsibande 034 621 2666 082 715 7603 Radio Call Functions
Identification of the resources, equipment and manpower and the co-ordination and enforcement thereof for traffic control, fire fighting and rescue.
Liasing with the Provincial traffic services.
Security arrangements at control centre in event of mobilisation.
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The identification of resources, equipment and manpower and the co-ordination and enforcement thereof for fire fighting, subject to any instructions that the Administrator in accordance with the Ordinance of Fire Fighting. 1978 (Ordinance 31 of 1978) may issue
Staff Compliment – traffic Officers M G Sithole 072 055 4340 S P Sithole 082 758 9309 T C Dladla 078 205 8952 Communication and Control M A Nsibande 082 715 7603 P J Graham 072 511 9891 Staff Compliment – Firemen P Sithebe M Sithebe P Mthanti E Gwija
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S N Dlamini INFORMATION COMPONENT: REFUSE REMOVAL SECTION 8 Director J H Roeloffse 071 261 7442 Functions
Removal of household and non-hazardous industrial refuse
Transportation
Removal of obstacles on roads etc. Staff Compliment Drivers P K Naidoo P Sithebe V A Kubheka
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General Workers G E Dlamini Nzuza D Zwane M J Khuzwayo M Gubevu P Phenyane R Sikalane J E Shabalala A M Mwelase T D Zulu S P Kunene INFORMATION COMPONENT: REHABILITATION COMPONENT , ACCOMODATION AND REFRESHMENTS
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SECTION 9 Director S Narothum 083 661 5705 Functions
Responsible for accommodation for the victims. Staff Compliment Sibongile Dube Thembekile Magagula Vusi Hlomuka Busisiwe Buthelezi Zandile Khanyi Fakazi Zulu Community Halls Available Refreshments
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S. Narothum
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MUNICIPAL TRANSPORT
LIST OF VEHICLES
VEHICLE REGISTRATION DESCRIPTION OF VEHICLE
NDH 1 Toyota Prado
NDH 3317 Toyota Avanza
NDH 3318 Isuzu LDV
NDH 15 Toyota Venture 1.6
NDH 1766 Toyota 1.6 LDV ( Fire Vehicle)
NDH 1601 Mazda 3.4 LDV ( Fire Vehicle)
NDH 42 Nissan 1400 LDV
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NDH 2607 Toyota Corolla (Patrol Vehicle)
NDH 1955 BL61 Volvo TLB
NDH 219 Gallion Grader
NDH 267 Ford 5000 Tractor
NDH 1897 Ford Grader
NDH 1857 Nissan 2.0 LDV
NDH 3162 Nissan 4 x 4 LDV
Bomag Roller ( Hand Driver)
NDH 2694 Nissan Hardbody
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NDH 250 Nissan Hardbody LDV
NDH 2479 Isuzu 250D LDV
NDH 1377 Nissan U.D. Refuse Truck
NDH 3073 Foton 450Tractor
NDH 3479 Foton 450 Tractor
NDH 3149 Foton 450 Tractor
NDH 2041 CAT Front End Loader
NDH 2006 Massey Ferguson 275 Tractor
NDH 1403 Massey Ferguson 290 Tractor
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NDH 1278 Massey Ferguson 188 Tractor
NDH 1282 Fiat 780 Tractor
NDH 2103 David Brown Tractor
NDH 2239 Tip Trailer
NDH 2339 Tip Trailer
NDH 685 Trailer
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DANNHAUSER LOCAL MUNICIPALITY
DISASTER MANAGEMENT POLICY
1. PURPOSE
The purpose of this policy is to give effect to constitutional and legislative obligations of the Dannhauser Local
Municipality in this case of the local state of disaster. This policy is part of and not substitutes for the disaster
management plan of the local municipality. Specifically, the policy seeks to simplify and clarify the
responsibility of the municipality for co-ordination and management of local disaster by:
1.1 Defining the roles and responsibilities of our local government and departments in respect to Disaster
Management.
1.2 Setting out the objectives of Disaster Management Con tinuum(The Continuum comprises the following
phases:-response, disaster recovery, development; mitigation; prevention; preparedness and awareness).
1.3 Ensuring the funding for Disaster Management is sufficient, streamlined and efficient.
1.4 Setting out the objectives of development of adequate capacity to deal with Disaster Management
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2. DISASTER MANAGEMENT FUNCTION AND RESPONSIBILITIES
2.1 In terms of the Disaster Management Act, disaster management means a continuous and intergrated
multi-sectoral, multi-disciplinary process of planning and implementation of measures aimed at:-
a) Preventing or reducing the risk of disaster;
b) Mitigating the severity or consequences of disaster;
c) Emergency preparedness
d) A rapid and effective response to disaster;
e) Post-disaster recovery and rehabilitation.
2.2 Disaster management is about risk management which entails identification of risks and strategies to
mitigate the risk. The function is well defined by references to its four elements : prevention, preparation,
2.2.1 Prevention
Good prevention might include the construction of floods levees, relocation of housing and essential
services away from flood-ways, use of better building standards of hazardous waste regulations.
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2.2.2 Preparation
Through good preparation, the effects of disasters and significant incidents can often be reduced. Good
preparation should include information and education of the public about hazards.
Response
In major emergencies it is critical that an efficient and effective disaster response can be mobilized.
Response is a collective responsibility. In a major emergency or disaster, people need to know, what to
do, who will do it and how it will be done.
Recovery
Recovery from major disaster can be a long and costly process. Essential services such as water and power may need to be restored; addition medical services may be required or temporary housing and family support may be needed.
2.2.3 Functional responsibility of Local Government
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In terms of both the Disaster Management Act and the Disaster Management Framework, all three
spheres of Government have responsibilities for disaster management and planning. The responsibilities
of the three spheres of government are illustrated in the following diagram depicting the institutional roles
of each sphere.
Disaster Management across 3 spheres of government
President Premier Mayor
Minister for Provincial
and Local Government
Cabinet Councillor designated
by the Mayor
Inter- Minister
Committee for Disaster
Management(IMC)
Member of Executive
Council designated by
the Premier
Disaster Management
Portfolio
Committee(Optional)
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National Disaster
Management Advisory
Forum
Provincial Disaster
Management Advisory
Forum
Municipal Disaster
Management Advisory
Forum
National Disaster
Management Centre
Provincial Disaster
Management Centre
Municipal Disaster
Management Centre
National Disaster
Management
Guidelines
Provincial Disaster
Management Plans
Municipal Disaster
Management Plans
It is proper for this policy to briefly refer to the specific role of local government spheres in Disaster Management
to dispel any confusion as to which sphere is responsible for each function. This can be summarized as follows:
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District Local
Disaster
Management
Advisory Forum
Province recommends
that Metro & Districts
MUST establish a
Disaster Management
Advisory Forum in
partnership with local
municipalities. A
councillor should be
allocated the portfolio
of disaster
management.
Province recommends
that local
municipalities
SHOULD establish an
advisory forum.
Disaster
management centre
The District MUST
develop a Disaster
Management Centre in
consultation with local
municipalities.
The local municipality
MAY establish a
Disaster Management
Centre depending on
its size and
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complexity.
The local municipality
MUST develop a plan.
The plan must be
integrated with the
IDP which must
include risk treatment
options. The
community must be
engaged.
The mayor of a District
municipality acting
after consultation with
the relevant local
municipality may
declare a local disaster
because of its scale.
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The District is primarily
Responsible for the
co-ordination and
management of local
disaster that occur in
its area.
The local municipality
takes responsibility for
local incidents that can
be managed within
their resources.
There should be a
budget of Disaster
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Management.
The Municipal
Manager will contact
the District if the
incident goes beyond
the local municipality’s
resources or budget.
Reporting
arrangements
The District
Municipality MUST
provide an annual
report to municipal
council. The report
must be submitted to
Province and NDMC.
Each local municipality
MUST provide an
annual report of its
activities.
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3. DISASTER MANAGEMENT
3.1 As a local municipality Dannhauser hereby takes responsibility for all local disaster incidents which
can be managed within its resources.
3.2 Council shall set aside a disaster budget of not less than R 500 000 annually to augment municipality
resources for disaster management.
3.3 The municipality shall within it broader statutory disaster management obligations, focus its disaster
management efforts on disaster mitigations
3.4 The municipality shall, in executing its responsibility, closely liaise with the other government spheres
in particular the District Municipality
3.5 The municipality shall establish a disaster co-ordination committee comprising of all its departments
to ensure that all its available resource needed for disaster are properly mobilised and applied.
3.6 Any re-usable material assistance dispatched during and to address a disaster shall be closely
monitored and any material remaining unused must be returned to the municipality.
3.7 In order to facilitate proper reporting on disaster by municipal manager, the affected community
members shall be required or assisted to specifically declare their need/apply for the relief.
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3.8 The Mayor and Municipality Manager shall be the central stakeholders responsible for the
implements of this policy.
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SPATIAL DEVELOPMENT FRAMEWORK
Table of Contents
1 INTRODUCTION ........................................................................................................................................................................................................................ 1
2 APPROACH AND METHODOLOGY ............................................................................................................................................................................................ 5
2.1 Approach and Methodology ............................................................................................................................................................................................ 5
2.1.1 Planning Principles ................................................................................................................................................................................................... 5
2.1.2 A Phased Approach .................................................................................................................................................................................................. 6
2.2 Structure of the Document .............................................................................................................................................................................................. 6
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3 SPATIAL PLANNING CONTEXT .................................................................................................................................................................................................. 7
3.1 Alignment with National Spatial Imperatives .................................................................................................................................................................. 7
3.2 Alignment with the provincial spatial development imperatives .................................................................................................................................... 6
3.3 AMAJUBA DISTRICT SPATIAL VISION ................................................................................................................................................................................ 5
3.3.1 spatial structure ....................................................................................................................................................................................................... 5
3.3.2 AMAJUBA DISTRICT SDF ........................................................................................................................................................................................... 5
3.3.3 SPATIAL ECONOMY .................................................................................................................................................................................................. 5
3.4 linkages between idp, sdf and land use scheme .............................................................................................................................................................. 6
3.5 Implications for Dannhauser SDF ..................................................................................................................................................................................... 7
4 CURRENT SITUATION ANALYSIS ............................................................................................................................................................................................. 17
4.1 regional connectivity ...................................................................................................................................................................................................... 17
4.2 Demographic and socio-economic conditions ............................................................................................................................................................... 19
4.2.1 population SIZE AND DISTRIBUTION ...................................................................................................................................................................... 19
4.2.2 socio-economic conditions .................................................................................................................................................................................... 19
4.3 access to basic services .................................................................................................................................................................................................. 21
4.3.1 waste removal ........................................................................................................................................................................................................ 21
4.4 the local economy .......................................................................................................................................................................................................... 25
4.4.1 manufacturing ........................................................................................................................................................................................................ 25
4.4.2 tourism ................................................................................................................................................................................................................... 25
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4.4.3 mining .................................................................................................................................................................................................................... 26
4.4.4 agriculture .............................................................................................................................................................................................................. 26
4.4.5 DANNHAUSER MUNICIAPLITY ECONOMIC PERFORMANCE ...................................................................................... Error! Bookmark not defined.
4.5 Settlement pattern ........................................................................................................................................................................................................ 29
4.5.1 settlements types ................................................................................................................................................................................................... 29
4.5.2 SETTLEMENT HIERARCHY ....................................................................................................................................................................................... 19
4.5.3 traditional council areas ......................................................................................................................................................................................... 20
4.5.4 land reform areas ................................................................................................................................................................................................... 20
4.5.5 land tenure reform ................................................................................................................................................................................................. 20
4.5.6 settlement density ................................................................................................................................................................................................. 21
4.6 current land use pattern ................................................................................................................................................................................................ 21
4.6.1 Rural Settlement .................................................................................................................................................................................................... 21
4.6.2 Urban Settlements ................................................................................................................................................................................................. 22
4.6.3 Commercial agriculture .......................................................................................................................................................................................... 22
4.6.4 Mining and Quarrying/ undermined areas ............................................................................................................................................................ 23
4.6.5 conservation ........................................................................................................................................................................................................... 23
4.7 housing Delivery ............................................................................................................................................................................................................. 23
4.8 land USE MANAGEMENT ............................................................................................................................................................................................... 24
4.8.1 Dannhauser town planning scheme areas ............................................................................................................................................................. 24
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4.8.2 land use Scheme .................................................................................................................................................................................................... 24
4.9 land ownership .............................................................................................................................................................................................................. 24
4.9.1 ingonyama trust land ............................................................................................................................................................................................. 24
4.9.2 municipal land ........................................................................................................................................................................................................ 24
4.9.3 stateland ................................................................................................................................................................................................................ 25
4.9.4 privately owned land ............................................................................................................................................................................................. 25
4.10 land reform .................................................................................................................................................................................................................... 25
4.10.1 land restitution ....................................................................................................................................................................................................... 25
4.11 INFRASTRUCTURAL SERVICES ........................................................................................................................................................................................ 27
4.11.1 water ...................................................................................................................................................................................................................... 27
4.11.2 sanitation ............................................................................................................................................................................................................... 27
4.11.3 electricity ................................................................................................................................................................................................................ 28
4.11.4 roads ...................................................................................................................................................................................................................... 28
4.12 transportation and movement ...................................................................................................................................................................................... 29
4.12.1 public transport infrastructure .............................................................................................................................................................................. 29
4.12.2 public transport ...................................................................................................................................................................................................... 30
4.13 social infrastructure ....................................................................................................................................................................................................... 30
4.13.1 educational facilities .............................................................................................................................................................................................. 30
4.13.2 HEALTH FACILITIES ................................................................................................................................................................................................. 30
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4.13.3 sports facilities ....................................................................................................................................................................................................... 31
4.13.4 community facilities ............................................................................................................................................................................................... 31
4.14 IMPLICATIONS FOR THE DANNHAUSER SDF .................................................................................................................................................................. 31
5 STATE OF THE NATURAL ENVIRONMENT .............................................................................................................................................................................. 33
5.1 geology and soils ............................................................................................................................................................................................................ 33
5.2 environmental assets ..................................................................................................................................................................................................... 33
5.3 agricultural potential ..................................................................................................................................................................................................... 33
5.4 conservation areas ......................................................................................................................................................................................................... 36
5.5 wetlands and catchments .............................................................................................................................................................................................. 36
5.6 vegetation ...................................................................................................................................................................................................................... 38
5.7 topography ..................................................................................................................................................................................................................... 65
5.8 cultural/heritage ............................................................................................................................................................................................................ 65
5.9 implications for the sdf .................................................................................................................................................................................................. 65
6 KEY ISSUES AND INFLUENCES ................................................................................................................................................................................................ 67
6.1 key spatial trends and issues ......................................................................................................................................................................................... 67
6.2 development opportunities ........................................................................................................................................................................................... 67
6.3 development contraints ................................................................................................................................................................................................. 68
6.4 development trends ....................................................................................................................................................................................................... 68
7 SPATIAL CONCEPT .................................................................................................................................................................................................................. 65
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7.1 Municipal Development vision ...................................................................................................................................................................................... 65
7.2 Aim and Objectives ........................................................................................................................................................................................................ 66
7.3 Spatial Planning Principles ............................................................................................................................................................................................. 67
7.4 APPROACH ..................................................................................................................................................................................................................... 68
7.5 Spatial Planning Strategies ............................................................................................................................................................................................. 69
7.5.1 protection of the environment .............................................................................................................................................................................. 69
7.5.2 Protection of Agricultural Land .............................................................................................................................................................................. 70
7.5.3 facilitating and strengthening regional integration ............................................................................................................................................... 70
7.5.4 Focusing Development in Strategic Nodal Points .................................................................................................................................................. 71
7.5.5 Integration between Different Landscapes/LandUse Zones ................................................................................................................................. 72
7.5.6 Developing Sustainable Human Settlements ......................................................................................................................................................... 73
7.5.7 encouraging and promoting integrated development .......................................................................................................................................... 74
8 SPATIAL FRAMEWORK ........................................................................................................................................................................................................... 65
8.1 spatial transformation ................................................................................................................................................................................................... 65
8.1.1 hIERARCHY OF Development Corridors ................................................................................................................................................................. 65
8.1.2 Development Nodes .............................................................................................................................................................................................. 67
8.2 development of Sustainable Human Settlement ........................................................................................................................................................... 69
8.2.1 Land Release .......................................................................................................................................................................................................... 69
8.2.2 Housing Delivery .................................................................................................................................................................................................... 70
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8.3 SERVICE DELIVERY .......................................................................................................................................................................................................... 71
8.3.1 Sanitaton ................................................................................................................................................................................................................ 71
8.3.2 Water ..................................................................................................................................................................................................................... 71
8.3.3 Improving Access to Social Facilities ...................................................................................................................................................................... 72
8.3.4 The movement network and public transport ....................................................................................................................................................... 74
8.4 Rural Development and Agrarian Reform...................................................................................................................................................................... 74
8.5 economic development ................................................................................................................................................................................................. 75
8.6 environmental management ......................................................................................................................................................................................... 76
8.6.1 Catchment Management ....................................................................................................................................................................................... 77
8.6.2 wetland management ............................................................................................................................................................................................ 77
8.6.3 Biodiversity Management Zones ........................................................................................................................................................................... 78
8.6.4 Agricultural Land .................................................................................................................................................................................................... 79
8.7 Consolidated sdf ............................................................................................................................................................................................................ 80
9 IMPLEMENTATION FRAMEWORK .......................................................................................................................................................................................... 81
9.1 Land Use Management Guidelines ................................................................................................................................................................................ 81
9.1.1 Purpose of Land Use Management ........................................................................................................................................................................ 82
9.1.2 Land Use (Planning) Schemes ................................................................................................................................................................................ 83
9.1.3 ZOning and Management Overlays ....................................................................................................................................................................... 83
9.1.4 Development Parameters / Scheme Controls ....................................................................................................................................................... 84
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9.2 Capital investment framework ...................................................................................................................................................................................... 86
9.3 monitoring and evaluation............................................................................................................................................................................................. 87
9.4 SCHEDULE OF SPATIAL PLANNING PROJECTS ................................................................................................................................................................ 66
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INTRODUCTION
Dannhauser Municipality has adopted an Integrated Development
Plan (IDP) as required in terms of the Municipal Systems Act (MSA),
Act No. 32 of 2000. The IDP is developed within a framework of the
national and provincial development imperatives. It commits the
municipality to addressing key development issues facing the area,
and improving the standard of living for all those who live and work
within the Dannhauser Municipality area of jurisdiction. It is an
organizational and institutional transformation tool, and an
instrument for change management. It achieves this by painting a
clear vision for the future and articulating a strategy for its
attainment. This includes both short and long term interventions.
The IDP comprises of many components or sector plans dealing with
a range of development issues. One of these is a Spatial
Development Framework (SDF). This is essentially a spatial
representation of the development vision and strategy, and a guide
for the spatial distribution of development interventions. As an
integral part of the IDP, it deals with spatial transformation and
identifies priority intervention areas. It assumes a five year horizon
and is reviewed annually in response to changes in priorities, trends
and patterns as well as new information. This spatial development
framework is thus further a refinement of the municipality’s IDP,
and a partial fulfilment of the requirements of the MSA. As
indicated on map below, Dannhauser Municipality is one of the
three local municipalities that make-up Amajuba District. It is
located in the north-west corner of KwaZulu-Natal and is bordered
by Newcastle Municipality in the north, Utrecht Local Municipality
in the northeast, Endumeni Local Municipality in the southeast and
Emnambithi/Ladysmith Local Municipality in the south . The Buffalo
River forms the boundary between the Dannhauser and Utrecht
Municipalities. Dannhauser town is the only major town in the area
and provides services to areas within the municipal boundaries. The
other small town is Hattingspruit which has a smaller catchment
and a strong country/rural character. There are portions of high-
lying areas along the western and southern boundaries of the
municipality, which have a high conservation value. These
escarpment areas form part of the upper catchment of the Ngagane
River.
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Dannhauser municipal boundaries were delineated in terms of the
Municipal Demarcation Act and the criteria set therein. This
includes population distribution, movement trends, regional,
economic and land use patterns. The municipal boundaries are not
just administrative, but are also intended to promote social and
economic development. They are also intended to promote social
and economic development. They are also spatial planning
boundaries in line with the municipal planning mandate of local
government.
Dannhauser is a predominantly rural municipality with a small urban
component being limited to the towns of Hattingspruit and
Dannhauser. The Chelmsford Nature Reserve is the major landmark
and conservation area within the municipal area of jurisdiction. The
eastern portion centres on the Dannhauser and Hattingspruit towns
while the west is bisected by the N11. The Dannhauser municipality
boundary will exclude all the municipal wards that fall under the
Traditional Authority area (Wards 3 to 10). This area is further
isolated from the national access route, that is, the N11.
Dannhauser Municipality as indicated above is largely rural, which
like many rural communities in South Africa, is characterised by high
rates of poverty, unemployment, lack of business development
opportunities and poor economic levels. The priority areas of the
local community are to improve Local Economic Development
through LED programmes, skills development, spatial planning and
Land Use Management.
The economy of the municipality is characterised by declining
activity trends due to the closure of the mines a few years ago. This
has in turn adversely affected industries and retailers downstream
that have benefited from the mine population. Unemployment and
poverty in general are very high in this municipality and this has
resulted in many incidences of crime. Two thirds of the municipality
residents are dependent on social grants as a means of standard
living. The municipality gets its income from grants provided by the
Provincial Government and also from the small fraction of its
residents who pay municipal rates.
Business activity within the municipal area is characterised by the
low investment attraction. The mining, tourism and agriculture
sectors offer growth opportunities for the local economy but this
growth is further hampered by the lack of skilled people and proper
infrastructure in the industrial areas
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Dannhauser municipality also constitutes areas under traditional
authorities and the council is working closely with these institutions
in order to create a conducive environment for service delivery and
development in the Ingonyama Trust Areas.
Map 1: Locality Map
This document presents an SDF for Dannhauser Municipality. The
SDF is a principal spatial planning instrument which guides and
informs all planning, land management, development and spatial
decision making in a municipality. It aims to create a spatial
interpretation of the strategies and projects already contained
within the IDP. Its main purpose is to guide the form and location of
future spatial development within a municipal area in order to
address the imbalances of the past. Its attributes are as follows:
It is a legislative requirement with a legal status and it supersedes
all other spatial plans that guide spatial development within
Dannhauser Municipality;
Dannhauser Municipality
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It enables the municipality to manage land development effectively
in a sustainable manner.
It promotes spatial transformation and integrated development.
Dannhauser SDF is neither a development nor a master plan, but a
strategic guide for the spatial transformation of the municipality
and is a framework for the formulation of more detailed and
area/site specific plans including framework plans and Land Use
Management Systems.
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DANNHAUSER MUNICIPALITY INTEGRATED DEVELOPMENT PLAN | dISASTER MANAGEMENT PLAN AND POLICY JANUARY 2011
APPROACH AND METHODOLOGY
The primary aim of the project is to compile a Spatial Development
Framework for Dannhauser Municipality within the context of
national and provincial spatial development imperatives. This is
done with due cognizance of the spatial policies of Amajuba District
and the neighbouring municipalities. Its specific objectives are as
follows:
To give effect to the vision, goals and objectives of the municipal
IDP, Land Use Management Bill, DFA and NSDP;
To engage the interested and affected parties in a strategic planning
process taking into account their views, concerns and interests;
To promote inter-governmental relations by ensuring that all
relevant government departments are consulted and
participate actively in the planning process;
To provide for the spatial transformation of the municipal area;
To provide sustainable development in line with the norms and
standards for environmental management;
To facilitate the development of an efficient and effective spatial
structure;
To develop a framework for public and private sector investment.
O APPROACH AND METHODOLOGY
PLANNING PRINCIPLES
In line with the strategic approach, the following principles were
adopted as overarching concerns that should be satisfied or met in
order to produce a credible SDF:
Stakeholder consultation: The SDF reflects an interpretation of
views, concerns and issues raised by a range of stakeholders in a
structured public participation process.
Integrated Development: The SDF facilitates horizontally and
vertically integrated development.
Sustainable development: The SDF promotes spatially, socially,
economically, environmentally and institutionally sustainable
development.
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Efficiency: The SDF facilitates efficient allocation of resources and
implementation of land development projects.
Equity: The SDF serves as a guide for an equitable delivery of
services and access to natural resources.
A PHASED APPROACH
The compilation of this SDF entailed the completion of various tasks
leading to the achievement of sequential milestones. As such, these
activities have been grouped according to milestones.
Figure 1: Methodology
O STRUCTURE OF THE DOCUMENT
This document is divided into eight (8) sections in addition to this
introduction. These can be outlined as follows:
Approach and Methodology
Spatial planning Context
Development Context
Spatial Analysis
Natural Environment
Key Issues and Influences
Inputs
oPolicy
oPlans
oEconomic data
oResearch
Inputs
oStakeholder consultation
oExisting data
Contextual Setting Si
tuational Analysis
Spatial Analysis
Spatial Strategy
Strategic Planning
Strategic Implementation
Plan
Spatial Development
Framework
Status Quo
Strategic
Framework
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Concept Plan
Spatial Framework
SPATIAL PLANNING CONTEXT
Dannhauser Municipality forms part of a functional spatial and
economic region. It performs particular functions and is subject to
the regional, provincial and even national development trends and
patterns. As such, it is critically important to locate Dannhauser SDF
within its context and ensure alignment with the national and
provincial development imperatives.
O ALIGNMENT WITH NATIONAL SPATIAL
IMPERATIVES
The National spatial development vision is articulated in the
National Spatial Development Perspective (NSDP), and various
supportive policies. Its seeks to:
Promote economic development in strategic areas where
government should direct its investment initiatives so as to
achieve maximum and sustainable impact;
Create forms of spatial arrangements that are conducive to the
achievement of the national objectives of democratic nation
building and socio-economic inclusion; and
Taking government beyond the rhetoric of integration and
coordination and start putting into place clear procedures and
systems for achieving these ideals.
The NSDP, read together with the Comprehensive Rural
Development Programme (CRDP), clearly suggests that spatial
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planning in rural municipalities such as Dannhauser should be
based on rigorous analysis of the space economy, focus on
achieving sustainable development outcomes and be fully
integrated into the local development programs. Dannhauser
municipality is a rural municipality and therefore its spatial planning
program should prioritise rural development and be undertaken
within the context of the CRDP.
O ALIGNMENT WITH THE PROVINCIAL SPATIAL
DEVELOPMENT IMPERATIVES
The Provincial Spatial and Economic Development Strategy (PSEDS)
recognises the peripheral location of Dannhauser Municipality and
identifies Dannhauser as falling relatively close to the Greytown-
Msinga – Madadeni Corridor, that is, the secondary Corridor
identified as SC 12 in the PSEDS. It acknowledges that the area has
potential for tourism and agriculture as Dannhauser forms part of
an agricultural district focussed around Newcastle/Dundee which is
well known for beef production. It is also within the Battlefields
Tourism Region and the Northern KwaZulu Natal Coal mining belt.
Dannhauser Town is also identified as a level 4 Node or a rural
service centre with municipal wide threshold.
Source: PSEDS.
Multi-Sectoral Corridor
Tourism Agriculture Corridor Existing Corridor
THE BATTLEFIELDS ROUTE
Potential tourism opportunities exist for the
Dannhauser Municipality due to its relative
proximity to two battlefield sites, namely, Fort
Mistake and the Talana Battlefield Museum which is
located in Dundee. The closeness of Dannhauser to
these prominent battlefield sites presents potential
to generate positive spin-offs for the tourism sector
in Dannhauser.
THE COAL MINING BELT
The mining sector remains a dominant sector in the
Dannhauser economy, but its decline over the past
decade has shown its competitive advantage is
declining. The Amajuba LED plan states that there
may be some opportunities for small scale mining,
either extracting coal, clays or reworking coal dumps
for coal fines. Dannhauser municipality is
surrounded by some of the largest coal producing
mines in KwaZulu Natal. Maximizing the
infrastructure left by vacating mines would be of
value (KZN Top Business Portfolio).
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O AMAJUBA DISTRICT SPATIAL VISION
SPATIAL STRUCTURE
The Amajuba District Municipality (ADM) is located in the north
western corner of KwaZulu-Natal. It is approximately 6 910 km2 in
size with Emadlangeni occupying the largest area of 3 539 km2,
Dannhauser some 1516km2 and Newcastle some 1 855 km2.
Dannhauser accounts for only 21% of the district area and 20% of
the district population (Global insight data: 2008). Although the
district is peripherally located when viewed at a national and
provincial scale, it is well connected and enjoys a relatively high
level of accessibility within its spatial and economic functional
region. The N11 which is a national trade and movement route
linking KwaZulu-Natal with Mpumalanga and Gauteng provinces
runs past Dannhauser on the western part of the district, while
regional connector and distributor routes traverse the district in an
east-west direction ensuring functional linkages with the
surrounding towns such as Ladysmith, Dundee and Vryheid.
AMAJUBA DISTRICT SDF
The district is predominantly rural and dominated by extensive
commercial farmlands. The N11 is identified as a primary corridor
with the R621 and R31 being secondary corridors and distributor
routes. The SDF also identifies a number of tertiary corridors and
mixed activity corridors which are mostly concerntrated in the
various settlement areas within the district. Newcastle is identified
as the main urban centre and economic hub with towns such as
Dannhauser and Utrecht serving as secondary service centres with
limited thresholds. A continuum of settlements ranging from urban
and high density areas of Osizweni and Madadeni Townships
through informal settlements in Johnston, Blaaubosch and Cavan
(JBC) to rural settlements forming part of Ubuhlebomzinyathi occur
mainly along the Buffalo River. A significant part of these
settlements is located within Dannhauser Municipality.
SPATIAL ECONOMY
Over the last few decades, the Amajuba District Area experienced
variable development trends. The closure of the majority of coal
mines led to a decline in the regional economy, loss of employment
and decay in towns such as Dannhauser, Utrecht, Hattingspruit and
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Dundee. Nevertheless, these towns remain important in the
regional space economy, and serve as secondary towns to
Newcastle. The liberalisation of the economy (integration into the
world economy) in the early 1990s and increasing mechanisation of
the agricultural sector worsened the situation as this led to more
job losses and further decline in the regional economy. However,
towns such as Newcastle, and to a lesser degree Dundee, have
shown resilience and managed to retain some economic
momentum. This could be ascribed to industrial development and
ability to diversify their economic bases. Unfortunately,
Dannhauser town has not recovered and is currently in need of
urban regeneration initiatives.
Secondly, there has been a net increase in population, particularly
in areas such as Newcastle (Madadeni, JBC and Osizweni Complex),
and rural settlements (Buffalo Flats, Clones, KwaMdakane, etc) to
the east of these townships.
O LINKAGES BETWEEN IDP, SDF AND LAND USE
SCHEME
Dannhauser Municipality SDF is one of the core components of the
IDP, and serves as a framework for the formulation of a wall-to-wall
Land Use Management System (LUMS). As such, it presents a
spatial overtone of the municipal development vision as outlined in
the IDP and indicates the desired spatial form. It aligns with other
municipal sector plans and SDFs of the surrounding municipalities.
The district’s Environmental Management Framework informs all
spatial planning and development related decisions within the
municipality. The SDF gives effect to the principles contained in
various national and provincial spatial planning directives.
The decline of Dannhauser as a coal-mining town and the resultant
decline in the quality of infrastructure and investment has
compromised its position as a Rural Service Centre (RSC). This in
turn has presented a case for the urban regeneration of
Dannhauser Town. The Dannhauser Municipality has however
initiated a process leading up to the production of a Land Use
Management Scheme which will be area/site specific and which will
propose specific land use controls.
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Figure 5: IDP, SDF AND LUS RELATIONSHIP
O IMPLICATIONS FOR DANNHAUSER SDF
The strategic focus of these policies and development intents is
motivated by a number of concerns, the precise mix of which is
determined by particular social, economic and political contexts of
different times. In the context of Dannhauser Municipality, these
concerns include the following:
Investment promotion: Strategic planning is often seen as a
prerequisite for attracting certain types of investment to
targeted areas. These strategies are likely to be linked to local
economic development initiatives;
Aesthetic concerns: The control of land development enables
government to prescribe certain design parameters for
buildings and areas/space;
Environmental concerns: Uncontrolled development of land can
have adverse effects on natural habitats, cultural landscapes, air
and water quality;
Health and safety concerns: Uncontrolled development can lead to
overcrowding and unsafe building construction. Certain land
uses can also be detrimental to the health and safety of
neighbours;
Efficiency of infrastructure provision and traffic management:
Where infrastructure is provided, generally at high financial
cost, without taking into account likely and relevant land-use
Integrated
Development
Plan
Spatial
Development
Framework
Land Use
Management
Scheme
Outlines development
policy & priorities
Spatial representation
of development vision
Sets development
parameters
Environmental Management
Framework
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and settlement patterns the opportunity costs to society are
very high.
These policies introduce a set of principles that are intended to
influence the substantive outcomes of planning decisions,
whether they relate to spatial development frameworks or
decisions on land use change or development applications.
The desired or ideal spatial and economic system can only be
achieved if the municipality works in tandem with the relevant
organs of state and civil society. To this end, spatial planning in
Dannhauser addresses the local interests and is managed in
accordance with the universal development principles. It seeks to:
Generate a wide range of economic development opportunities
and necessary support systems;
Provide a choice of living environments along a continuum from
conditions of intense public environments to conditions of great
privacy; and
Promote equitable access to opportunities. The need to address
environmental issues as part of spatial planning has become
critical.
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CURRENT SITUATION ANALYSIS
O REGIONAL CONNECTIVITY
Dannhauser enjoys relatively good access and connectivity at a regional level. The N11- runs through Dannhauser connecting major national
urban centres. The major challenge is to capitalise on the opportunities presented by the above and optimise the benefits for the area. The
R621 links the town of Dannhauser and the Hattingspruit satellite to the N11, Newcastle to the north and Dundee and Glencoe, and on the R33
main road to the south. There are also other provincial roads, which run through the municipal area.
MAP/DIAGRAM
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O DEMOGRAPHIC AND SOCIO-ECONOMIC
CONDITIONS
Although the SDF has a clear spatial focus, it is critically important
to locate it within the broader development profile of the
municipality. Essentially, this refers to a broad overview of the
demographic, social and economic trends, opportunities and
challenges.
POPULATION SIZE AND DISTRIBUTION
The total population of Dannhauser Municipality could be
estimated to be 104065 people (Stats SA: Community Survey 2007)
and is spread unevenly among the ten wards. Wards 1, 7, 8, 9 are
the most populated wards with 14271, 16579, 12361 and 12131
people respectively while wards 3 and 5 have the least population
figures. The Population growth rate is estimate at 2.5% per annum
(Amajuba CIP, 2009).
Relatively high male absenteeism could be attributed to factors
such as the declining of the mining industry and increasing
mechanisation in the agricultural sector which has led to the
general decline of employment opportunities in the region.
It is important to note that Amajuba has a high prevalence of
HIV/AIDS like many of the district municipalities in the province.
This too may have an impact on the districts demographic profile.
However, programmes to address the plight associated with this
pandemic have been duly prepared by the district. The net increase
of child headed households is a also a cause for concern.
SOCIO-ECONOMIC CONDITIONS
According to the Dannhauser Municipality IDP, 82% of the
population has no monthly income, with a further 17% having a
monthly income of less than R1 600 per month though these
income statistics are often questioned. Since 2001, the increased
coverage of the social security grant network has had a significant
impact on households in Dannhauser. This situation could be
attributed to a number of factors including a general lack of
employment opportunities and decline in the mining sector.
Potential growth in the tourism and coal mining activities has the
potential to create employment opportunities.
EXPANSIVE RURAL SETTLEMENTS LAND
DANNHAUSER AND HATTINGSPRUIT – MAIN URBAN CENTRES IN DANNHAUSER
N11 RUNS THROUGH THE MUNICIPAL AREA IN A NORTH SOUTH DIRECTION
COMMERCIAL FARMLANDS
NTSHINGWAYO DAM AND NATURE CONSERVATION MANAGED BY NCS
NEWCASTLE TOWN- DISTRICT
ECONOMICHUB AND MAIN
ADMINISTRATIVE CENTRE
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INCOME
Income levels are fairly low for most households in Dannhauser.
Census 2001 reported that 82% of the population in Dannhauser
have no monthly income, with a further 17% having monthly
income of less than R1,600 per month though these income
statistics is often questioned. Since 2001, the increased coverage
of the social security grant network has had a significant impact on
households in Dannhauser. In 2005, more than 80% of households
in Dannhauser receive less than R1,500 per month, with only one in
seven households having no monthly income at all. A further 17%
of households in Dannhauser have income between R1,500 and
R5,000 per month, with less than 2% of the households earning
more than R5,000 per month (Dannhauser LED Strategy: 2008).
EMPLOYMENT
Employment has dropped from nearly 33% from those willing to
work in 2001 to just more than 21% of those willing to work in
2005. The unemployment rate in Dannhauser has thus increased
from just over 67% in 2001 (Census 2001) to nearly 80% in 2005
(Amajuba Survey 2005).
EDUCATION
The education levels amongst the adult population in Dannhauser
have increased between 2001 and 2005. The percentage of the
population with no schooling has decreased from just below 23% in
2001 to 16.5% in 2005. There was a relative increase in the
percentage of the population with primary and secondary
education, while those with tertiary education have decreased
slightly as a percentage of the population in Dannhauser
Municipality (Amajuba Baseline Data Study: 2005).
EMPLOYMENT BY SECTOR
Total employment in Dannhauser decreased from more than 6,800
to just below 6,000, a drop of 13.5% in 9 years. The biggest drop
occurred in the mining sector, where nearly 70% of jobs in the
sector were lost. Despite the growth in the size of the transport
and communication sector, employment in this sector in
Dannhauser has decreased by nearly 40% between 1995 and 2004.
In contrast to this, employment in finance and business services
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grew at an average rate of 6.5% between 1995 and 2004, while
employment in the agricultural sector increased by about 50%
between 1995 and 2004, to just over 1,100 (Dannhauser LED
Strategy :2008, Quantec Research 2006).
O ACCESS TO BASIC SERVICES OVERVIEW
The Dannhauser area, particularly the town and the surrounding
rural settlements, are characterised by huge service backlogs in
respect to water, sanitation and electricity. Major strides have
been made in addressing these issues but there are still a number
of households who are without proper access to these services.
Details in this regard are provided in the IDP.
WASTE REMOVAL
Only 12% of households in Dannhauser receive municipal waste
removal services while 72% make use of their own refuse dump.
Only 13% of households in the municipality do not have any form
of waste disposal and this poses a threat to the natural
environment as it can lead to surface water pollution and soil
contamination (Amajuba District EMP:2010). At present, the
municipality only has one landfill site according to the Waste
Management Plan compiled by the District Municipality, which is
not working efficiently. This land fill site is still under examination
due to compliance purposes (Amajuba District EMP: 2010).
WATER
The municipality has a backlog of 65% of households with no water
connections. In addition to this, 2 schools within the Dannhauser
area also have a backlog with regard to water provision.
ELECTRICITY
82% of households in the Dannhauser municipality make use of
electricity, while 16% make use of candles for lighting;
SANITATION
Dannhauser Municipality is not well provided with sanitation
facilities. Approximately 6.59% of households do not have access to
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sanitation facilities with 66.6% of households using pit latrines for
sanitation purposes.
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Major strides have been made to address these backlogs. These
include water schemes, sanitation programs and electrification
programs. In addition, the District Municipality has developed
various sector plans as a refinement of its integrated
Development Plan and a means to guide public sector investment.
These programs are undertaken within the national frameworks
and service delivery targets. The SDF indicates areas that are
poorly provided with basic services, service delivery priority areas,
infrastructure maintenance areas, etc.
Source: Statistics SA: Community Survey Data
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Major strides have been made to address these backlogs. These
include water schemes, sanitation programs and electrification
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O THE LOCAL ECONOMY
MANUFACTURING
The metals, machinery and equipment industry dominates the
manufacturing sector in Dannhauser. It contributed nearly R43
million to the local economy in 2004, or 52% of the manufacturing
sector. However, this industry has experienced significant negative
growth of nearly -6% per annum between 1995 and 2004. The
Food, Beverages and Tobacco industry, the second largest in the
manufacturing sector, experienced negative growth of about -2%
per annum between 1995 and 2004. The petroleum, chemicals,
rubber and plastics industry was the fastest growing industry in the
manufacturing sector in Dannhauser, estimated to have growth by
an average of about 8% per annum between 1995 and 2004.
The manufacturing sector in Dannhauser is relatively small
compared to Newcastle and Ladysmith municipalities. It also does
not have the same infrastructure and services available as does
these two municipalities. Its location creates the potential
opportunity to serve similar industries in neighbouring
municipalities due to its central location and easy access to
Newcastle, Ladysmith and Dundee. Dannhauser has zoned space
for industrial development, but the industrial area lacks proper
tarred roads and other infrastructure to effectively promote the
development of the manufacturing sector. The current electricity
infrastructure in Dannhauser must be upgraded to accommodate
the expansion of the manufacturing sector.
The owners of the Durnacol mine have made some of the assets
that remained after the closure of the mine, including warehouses,
offices and workshops, available to the municipality for local
economic development. These assets would be ideal for small
scale manufacturing or agro-related industries or be used as a
business incubator for the district. However, the many disputes
over the use of these facilities have stalled any progress.
The Amajuba LED plan has identified a number of agro-processing
opportunities that could be easily located in the Dannhauser area,
such as soya-bean processing, tannery and feedlot.
TOURISM
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A Tourism Plan for Amajuba District (ATP) has been developed as a
sector plan as part of the district IDP. There are specific
opportunities for tourism in Dannhauser based on the natural
attractions of the area, including the Ntshingwayo dam and
Chelmsford Nature Reserve, closeness to the battlefields, outdoor
adventures and other cultural attractions. The ATP aims to unlock
the tourism potential of the Amajuba District to the benefit of all its
inhabitants, in particular creating economic opportunities for
previously disadvantaged communities.
Challenges for tourism is its lack of that “must see or do” attraction
that Cape Town and the Kruger Park have, and the lack of enough
individual attractions to keep tourists occupied during their stay in
the area. Other challenges the tourism sector faces are the fact
that it is not located along a major tourism route, though the
recent unveiling of the Maputaland tourism routes may change
that in the years to come; and poor signage from main routes,
though Dannhauser has secured funding to address this soon. It is
important that the tourism sector get greater institutional support
and capital investment from the municipality.
MINING
The mining sector remains a dominant sector in the Dannhauser
economy but its decline over the past decade has not only
contributed to the apparent decline of the town, but has also
shown its competitive advantage is declining. The Amajuba LED
plan states that there may be some opportunities for small-scale
mining, either extracting coal, clays or reworking coal dumps for
coal fines.
AGRICULTURE
The agricultural sector in Dannhauser contributed only 7.5% to the
local economy in 2004. There has been a near 50% growth in the
number of people employed in this sector between 1995 and 2004
(Dannhauser LED Strategy: 2008). However, the average
compensation per worker in this sector has remained unchanged in
nominal terms. When accounting for inflation, compensation per
labourer in the agricultural sector has decreased substantially. The
high growth rate in employment could be due to more subsistence
farmers changing to commercial farming, commercial farmers
diversifying into other products such as horticulture to sustain their
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income and employing more persons, and the increase in
agricultural development projects in the municipality.
The main agricultural activity in Dannhauser is subsistence farming.
This type of farming is mostly concerntrated in the more rural parts
of the municipality. It is also important to mention that
mechanisation, the liberalisation of the economy and the lack of
subsidies to farmers, have all contributed to the decline in the
number of jobs in the agricultural sector.
The Amajuba LED Plan states that the agriculture sector in
Dannhauser is well developed and provides key services to the
surrounding agriculture community .The Agriculture Development
Plan identifies four agro-processing industries in Dannhauser, i.e.
Table 1: Agro-processing industries in Dannhauser
Company name Location of business Activities
Waterfall Poultry
On Normandien side of the
Ladysmith on the
Dundee/Ladysmith road near
Produce eggs
Ridgegate park.
Dannhauser Malt Industrial area Malt factory
Roadside Abattoir
55km from Newcastle on
Newcastle/Ladysmith road. At
Sunset rest, on N11.
Abattoir -
Class B
Leicester Mill
On Crossroads of
Newcastle/Ladysmith/
Dannhauser road.
Mill
Source: Amajuba Agricultural Development Plan
Agro-processing is an area for potential investment in Dannhauser,
linking the strong agricultural potential of Dannhauser with the
manufacturing sector.
SIZE AND STRUCTURE OF THE LOCAL
ECONOMY
The average growth rate of the Dannhauser economy was about
2.5% per annum between 1995 and 2004. This was due mainly to
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the high negative growth rates for the two biggest sectors of the
Dannhauser economy, that is, mining and manufacturing, growing
at an average of -5.9% and -4% per annum between 1995 and 2004
respectively. The mining sector contributed about 30% to the local
economy in 2004, and the manufacturing sector 13.8%. Coal
mining, the dominant mining activity in Dannhauser, declined by
nearly 50% between 1995 and 2004. General government services
was the fourth largest sector in 2004 in Dannhauser, despite
showing negative growth of 1.8% per annum between 1995 and
2004. The Wholesale Trade, Retail Trade, Catering and
Accommodation sector grew at an average of 2.7% between 1995
and 2004, increasing its contribution to the local economy to 12.5%
in 2004, from nearly 8% in 1995, making it the third largest sector
in Dannhauser Municipality in 2004. The transport and
communication sector grew at a rate of 3.9% per annum between
1995 and 2004, thereby increasing its contribution to the
Dannhauser local economy from 5.7% in 1995 to 10% in 2004.
Despite the negative growth in the local economy of Dannhauser
Municipality, the total real income in Dannhauser is estimated to
have increased by nearly 15% between 1995 and 2004 driven
mostly by a near 34% increase in unearned income, that is, a 3.3%
per annum increase in income from assets, remittances and
government transfers such as grants. The growth in real unearned
income per capita has been 3% per annum between 1995 and
2004, resulting in an increase of 1.3% per annum in real total
income per capita. Real disposable income per capita have
increased from R3,282 in 1995 to R3,761 in 2004, a 1.5% per
annum increase, driven by lower taxes and increased unearned
income (Dannhauser Municipality LED Plan: 2008).
Table 2: Dannhauser Municipality Economic Sector Performance
SECTOR Share of Local Economy
Average Annual Growth: 1995-2004 1995 2004
Agriculture, Forestry and
Fishing
6.0% 7.5% 0.1%
Mining 41.6% 30.0% -5.9%
Manufacturing 16.0% 13.8% -4.0%
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SECTOR Share of Local Economy
Average Annual Growth: 1995-2004 1995 2004
Electricity and Water 1.7% 2.5% 1.6%
Construction 1.1% 1.7% 2.9%
Wholesale retail trade;
catering& accommodation
7.9% 12.5% 2.7%
Transport & Communication 5.7% 10.0% 3.9%
SECTOR Share of Local Economy
Average Annual Growth: 1995-2004 1995 2004
Finance and business services 4.5% 6.2% 1.0%
Community, social and other
personal services
4.6% 4.1% -3.7%
General government services 10.9% 11.6% 1.8%
Total -2.5%
O SETTLEMENT PATTERN
SETTLEMENTS TYPES
Dannhauser Municipality is predominantly rural in character with
urban areas limited to Dannhauser and surrounding areas that
formed part of the coal mining activities. Given the historical
development of the area, it does not have an easily discernable
structure and settlement pattern. However, the following are key
features of the settlement pattern:
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Urban settlements located mainly around Dannhauser Town. These
include Durnacol, Hattingspruit, etc. The majority of these
developed as part of the coal mining activities in the area.
Relatively dense peri-urban settlements stretching from east of
Osizweni township in Newcastle to the northern part of
Dannhauser. Some of these are located on Ingonyama Trust
land while others are on privately owned land. None of these
has received any form of spatial planning. The Spatial pattern
reflects traditional land tenure rights and use allocation
systems.
Vast commercial farmlands populated, at very low densities, by
commercial farmers and farm dwellers. The latter includes duly
recognised labour tenants.
Settlements established as a result of the land reform program are
Alcockspruit, Mossdale, Elandsklip and Long lands. The majority
of these settlements shed following settlement plans prepared
as part of the project packaging processes.
The development in most of the area is scattered with an absence
of a strong nodal hierarchy. Uneven topography, membership of
the community and traditional land allocation practices are the
major factors that shape this settlement pattern.
SETTLEMENT HIERARCHY
In terms of the Dannhauser Spatial Development Framework, the
settlement hierarchy has been amended in terms of the Provincial
Planning and Development Commission definitions. The following
settlement hierarchy was proposed for the municipal area:
Dannhauser town, encompassing the Emafusisini and Durnacol
areas is the seat of the local municipality. It is classified as a
town in the SDF. The settlement of Hattingspruit has also been
identified as a town.
Nellie (KwaMdakane) has been identified as a service hub as it
provides a higher order and more permanent range of services.
Alcockspruit has been identified as a service satellite. This
settlement is serviced by service satellites through the provision
of supplementary services.
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Flint, Thirst, Naas farm, and Kilkeel are identified as sub-satellites or
rural settlements as they service satellites by delivering
supplementary services.
TRADITIONAL COUNCIL AREAS
The north-eastern portion of the Dannhauser municipal area is
largely land under traditional authorities and includes a portion of
Ubuhlebomzinyathi Community Authority (that falls within
Dannhauser Municipality) covering an area of about 13, 395 km2 in
extent and Nyanyadu Traditional Council area which accounts for
about 1, 1190 km2 of the total municipal area. The status of
Ubuhlebomzinyathi as a land administration structure, and its
responsibility in the allocation of land for different land uses is
unclear following the recent transformation of the institution of
traditional leadership in the province and the establishment of
traditional councils.
LAND REFORM SETTLEMENTS
According to the current SDF, additional “Rural Residential” areas
are being created through the land reform process. For example,
approved projects are underway at Alcockspruit/Kopje Alleen and
Mossdale. These projects are areas for special intervention in terms
of planning, provision of services and infrastructure and promotion
of small-scale farming activity. In regard to new land reform
projects, appropriate land needs to be identified (within urban
edges if possible if not associated with commercial agriculture and
near to markets and transport routes if associated with commercial
agriculture).
O LAND REFORM PROGRAM
The area of Clones is the only area within the Dannhauser
Municipal area, which has been identified as being subject to land
tenure reform. Despite years of relatively good Integrated
Development Planning processes in Amajuba District Municipality,
issues of land reform have remained marginal and isolated due to a
lack of high-level integration and alignment between land reform
programmes and services provided by municipalities in the district.
A lack of sustained co-ordination between the Department of Land
Affairs, Commission for Restitution of Land Rights and
municipalities in the district has also manifested itself in delays in
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the delivery of basic services to communities that were assisted to
reclaim their land.
SETTLEMENT DENSITY
With the exception of settlements in the Nelly (KwaMdakane) area,
Dannhauser Municipality is generally characterised by low density
settlements typical of a remote rural area as indicated on the
settlement density map. Densities gradually decrease away from
the main roads and urban centres. This situation is much more
pronounced in the low lying parts of Dannhauser Municipality.
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O CURRENT LAND USE PATTERN
Current Land use pattern has evolved in response to the settlement
pattern, the natural environment and regional access routes and
reflects the rural nature of the region within which Dannhauser
Municipality is located. The following are the main land use
categories in the area:
Rural settlements.
Urban settlements.
Commercial farmlands.
Conservation.
Mining.
Land use pattern within each of these areas vary significantly
reflecting their historical development and evolution in time.
Table 3: Land Use and Area coverage in Dannhauser Municipal area
Land Use Area Coverage (m2) % of Total Municipal Area
Commercial 157.980 7.12
Industrial 2392612 10.79
Residential 1820160.5 82.09
RURAL SETTLEMENT
The settlement pattern is dominated by expansive rural
settlements and scattered households. Their location in space is
influenced by various livelihood strategies such as access to arable
land, reliable sources of water and grazing land. Factors such as
access to public facilities, public transport routes and bulk services
are fast emerging as critical factors in the growth and expansion of
these rural settlements. The following are some of the key features
of rural settlement in Dannhauser:
They have neither followed any predetermined spatial structure
nor have they benefitted from ‘formal’ spatial planning. They
are scattered in space in an unsystematic manner with limited
(achieved by means of social facilities and access roads) if any
linkages between the settlements.
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Land allocation is undertaken in terms of the traditional land
allocation system which is not based on any verifiable
standards. As a result, site sizes even for similar land uses vary
significantly.
Land ownership pattern and the prevalent land rental systems
whereby land owners rent land out to the tenants has also had
a profound impact on the settlement pattern.
Land use management is based on collective memory where
members of the community collectively agree that a piece of
land is earmarked for a particular use or belongs to someone.
They differ in size and density depending on location in relation to
the above-mentioned factors. Relatively high density
settlements are found in the north eastern portion along the R
33.
Movement criss-crosses in a manner that creates a web providing
access to public facilities which are seldom located in close
proximity to each other.
The nature of rural settlements poses a major challenge for both
policy makers and service delivery agencies. Communities have
articulated need for services such as access roads, water and
electricity. While the government has made significant progress in
this regard, the process has proved to be frustratingly expensive.
The spatial structure or lack thereof causes inefficiency and
accounts for relatively high service delivery costs.
Secondly, some of the households and/or public facilities are
located on land that is not suitable for settlement purposes. These
include unfavourable geotechnical conditions, floodplains and
wetlands. None of these forms part of the factors taken into
account when allocating land. The key challenge is to direct the
location of these settlements and manage their expansion.
URBAN SETTLEMENTS
Urban settlements located mainly around Dannhauser Town. These
include Durnacol, Hattingspruit, etc. The majority of these
developed as part of the coal mining activities in the area.
COMMERCIAL AGRICULTURE
Extensive grazing areas are identified in the municipal IDP 2008/09.
The areas that are suitable for extensive grazing are largely
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confined to the restricted and very low potential, bio-resource
units (BRUs) in the central parts of the municipal area. Mixed
farming areas include those areas where farmers mix the
production of edible/saleable plants, flowers, fruit and natural
grasslands for animal grazing. These areas include Donkerhoek,
Chelmsford, De Waar and the area to the west if Glencoe.
MINING AND QUARRYING/ UNDERMINED
AREAS
Operational mines within the municipal area include: Cambrian
Dump, Spring Lake and Spies Dump.(MAP)
CONSERVATION
The following are areas where tourism, eco-tourism and
recreational ventures should be encouraged: The Chelmsford
Nature Reserve, the escarpment and water catchment areas in the
western parts of the municipal area and also the traditional
settlements and land uses.
O HOUSING DELIVERY
The demand for housing in Dannhauser Local Municipality is
estimated at approximately 8 508 units. The housing plan makes
provision for 8 projects to be implemented between 2007/2008 to
2010/2011 and will result in the construction of approximately
1280 housing units (Amajuba Draft IWMP: 2010). The following
table shows the proposed housing developments.
The Comprehensive Infrastructure Plan (CIP) (2009, p 8) indicates
that 34 694 households in the ADM are below RDP standards with
Dannhauser having a total of 17 235 households being below the
RDP standards. According to the Amajuba CIP, the estimated
housing backlog for Dannhauser by the year 2016 will be 775.
Housing Project Name Area
Emafusini Phase 1 Ward 2
Emafusini Existing Ward 2
Strijbank Ward 3
Housing Project Name Area
Springboklaagte Ward 8
Ramaphosa Housing Project Ward 1
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O LAND USE MANAGEMENT
DANNHAUSER TOWN PLANNING SCHEME
AREAS
The purpose of the Dannhauser Urban Scheme is to promote the
co-ordinated and harmonious development of the municipal area
in such a way as will most effectively tend to promote health,
safety, order, amenity convenience and general welfare, as well as
efficiency and economy in the process of development, and the
improvement of communications. The current Dannhauser Urban
scheme is still in the process of being finalised pending the
inclusion of forthcoming projected housing projects etc. The
scheme will cover the Dannhauser, Hattingspruit and Durnacol
Urban areas and will also cover the rural settlements of Koppie
Allen and KwaMdakane.
LAND USE SCHEME
The Land Use Management System (LUMS) is complete and will be
adopted and implemented in the 2010/11 financial year. Delays
have been experienced due to the timeframes associated with the
adoption of the Planning and Development Act (PDA). The Land
Use Management System for Dannhauser Municipality has been
finalised, and it covers the Town Planning Scheme which
incorporates the Durnacol, Emafusini and Hattingspruit towns and
it also addresses the rural areas, which have their own Planning
Scheme. The LUMS will be approved once the sections under which
it is to be approved in terms of the Planning Development Act have
been finalised. (MAP)
O LAND OWNERSHIP
INGONYAMA TRUST LAND
Ingonyama Trust Land accounts for some 13,395 km2 of the
Dannhauser municipal area and includes the farms Struisvogel,
West Port, Rooi Port, Mourne, Flint, Springbok Laagte, Dorset,
Portion 1 of the farm Peach Hill and Portion 1 of the farm Flint and
Buhlebomzinyathi . (MAP)
MUNICIPAL LAND
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According to the Dannhauser Municipality Valuation Roll, Municipal
Land accounts for a rather small portion of the land ownership
pattern. The municipality is listed as a user department in mostly
land under state ownership. According to data received from the
Surveyor General, municipal land only accounts for 18% of the total
land area. This includes the portion two of the Farm Kop. (MAP)
STATELAND
There are numerous parcels of state land located throughout the
municipal area. This land is under the ownership of the department
of Regional and Land Affairs and accounts for some 5, 25897 km2
of the total municipal area. This state land includes parcels of land
upon which various facilities have been constructed, for example,
government andm municipal offices, police stations, schools and
utilities such as the sewerage works plant in Alcockspruit which is
still occupied and fully operational. (MAP)
PRIVATELY OWNED LAND
According to the Dannhauser municipality Valuation roll, the
majority of the land is in private ownership. Land parcels which
were previously recorded as municipal land have been recently
registered under private ownership by the deeds registrar. This
situation is likely to change further as more land is increasingly
registered in the name of groups as a result of the land reform
programme. (MAP)
O LAND REFORM
LAND RESTITUTION
According to the Dannhauser Municipality’s IDP (2010/11) Review
Report, a total of nine claims were lodged with the Land Claims
Commission. The current status of the land claims is summarised
below:
Table 4: Current Status of Land Claims
NO. Claim Name REFERENCE NO. Current Status
1 Mr Arthur KRN6/2/2/E/6/0/0/1 Claim Verification
2 Radebe Godwin Simon
KRN6/2/2/E/6/0/0/19 Claim Verification
3 Sibusiso Majola KRN6/2/2/E/6/0/0/2 Claim
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NO. Claim Name REFERENCE NO. Current Status
Verification
4 R Hirama KRN6/2/2/E/6/0/0/3 Claim Verification
5 Khehla Sithole KRN6/2/2/E/6/0/0/4 Claim Verification
6 Heselton East and West
KRN6/2/2/E/6/0/0/5, 12,23, 14, 15, 16,17,18,7/0/0/31 & 17/0/0/79
Advanced Stage
NO. Claim Name REFERENCE NO. Current Status
7 Frederick Zulu KRN6/2/2/E/6/0/0/7 Claim Verification
8 Norman Hadebe KRN6/2/2/E/6/0/0/8 Claim Verification
9 Waag Alles KRN6/2/2/E/6/0/0/9 Advanced Stage
Source: Land Claims Commission (18/04/2007).
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O INFRASTRUCTURAL SERVICES
WATER
According to the Dannhauser Municipality IDP, access to water is
one of the key challenges facing Dannhauser Municipality as a
substantial amount of people do not have access to decent water
in accordance with the standards as set by the Department of
Water Affairs. According to the Amajuba Water Services
Development Plan (WSDP) the District Municipality through the
drought relief programme, has implemented some standpipe
projects in the areas of Steildrift (Annievale, Kiel Keel and Nelly
valley), Emfundweni, Fairbreeze, Eastbourne Farm Extension and
Ubuhlebomzinyathi. The programme was aimed at giving these
communities purified water as a temporary measure and a relief as
some of the boreholes were dry due to drought. These areas are
still to be covered for the long term supply.
According to the Amajuba Internal Backlog Monitoring Database
2010, Dannhauser Municipality is still faced with a major backlog in
terms of water provision. 37 % of Households have below basic
level of service, 55% have a basic level of service and only 8% have
an above basic level of service.
Positive outcomes for Dannhauser Municipality are as follows
(Amajuba District IDP 2010/11):
Backlog data has improved from a 73.5% backlog in the 2005
backlog study and 45% in last year’s IDP, to a 37% backlog
which is as a result of several reticulation projects on the
Buffalo Flats;
Households enjoying basic levels of services have also improved
from 19% in the 2005 backlog study, 47% in last year’s IDP to
55%;
Households above the basic levels of service have improved
marginally over the past year from 7.5% to 8%.
SANITATION
Dannhauser Municipality, with the exception of parts of wards 1
and 2, is poorly provided with sanitation facilities as approximately
6.6% of its households do not have access to sanitation facilities. A
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large amount of its households (66%) use pit latrines for sanitation
purposes. Wards 3 and 5 are the exceptions as they do not have
access to proper sanitation facilities. Bucket latrines are not utilised
in the municipal area but a need still exists for proper and decent
sanitation in the rural wards. Two schools within the Dannhauser
Municipal area have also been identified as having a sanitation
backlog. The revised Water Services Development Plan of the
Amajuba District stated that an amount of R20 million per annum,
is required by the district to deal with the sanitation backlog.
The Dannhauser municipal area has two functioning waste water
treatment works, one in the town of Durnacol transferred from the
de-commissioned mines and one in the town of Dannhauser.
Analyses of the waste water treatment works indicates that the
Durnacol and Dannhauser works will have sufficient capacity to
service the anticipated future growth in the area for the next ten to
fifteen years.
ELECTRICITY
Approximately 57.65% of households in Dannhauser Municipality
have access to electricity. However, 41.43% of households still rely
on candles for their energy needs. Only 3.24% use other sources of
energy. The Baseline Study undertaken indicated that in 2005,
64.6% of households within the municipal area had access to a
below basic level of service (gas, paraffin, wood, coal, dung), 16.0%
had access to basic level of service (electricity grid – lighting only)
and 19.4% had an above basic level of service (Eskom grid). The
Dannhauser Municipality has the highest levels of electricity
backlogs in the District and has a rural backlog of 3854 households.
The District is in the process of compiling the Electricity Supply
Development Plan. The aim of the plan is to ensure an extension of
grid and non – grid electricity service supplies within the shortest
time and budget available. In terms of the Regional Electricity
Distributors, the District and Local Municipality fall within the RED
5 Eastern area. Once this is in place, electrification funding will be
directed to the District and or Local Municipality to facilitate
electrification.
ROADS
The Dannhauser Municipality has a relatively good road network
which occurs in the form of a hierarchy as follows:
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National Road- N11 which provides connectivity at a broad and
regional scale. It links Newcastle, the Amajuba District Regional
centre to the north of the municipal area and Ladysmith, the
UThukela District Regional centre to the south of the municipal
area. While this road is also open to local road users, its primary
aim is to serve as a transport and tourism corridor, connecting
major national urban centres.
Provincial roads with R621 linking the hub of Dannhauser and the
Hattingspruit satellite to the N11, and onto Newcastle to the
north and to Dundee and Glencoe, and on the R33 main road to
the south. A number of other provincial roads run through the
municipal area connecting different parts of Dannhauser
Municipality.
District Roads which connect different settlements and provide
access to public facilities.
Local Access Roads which provide access within each settlement.
While provincial roads are generally in a good condition, the quality
of district and local access roads is generally poor. The accessibility
of some settlements is severely reduced by the fact that these
roads are in a state of disrepair and are in dire need of substantial
upgrading. This further contributes to the poor public transport
system in these areas.
O TRANSPORTATION AND MOVEMENT
PUBLIC TRANSPORT INFRASTRUCTURE
Due to the poor state of the district and local access roads, public
transport infrastructure within the municipal area is relatively poor
as a result. In the Dannhauser municipal area, the Amajuba District
Public Transport Plan (PTP), identifies the type of public transport
facilities available. It identifies two mini-bus taxi facilities, which are
owned by the municipality and have been formalized, these being
the Dannhauser Taxi Rank and the Cross Roads Taxi Rank in
Mdakane. There is one bus rank in Dannhauser, that is, the
Dannhauser Bus Rank. There is also a facility for the Bakkie and 4+1
transport facility. These facilities operate similar to the traditional
metered taxi. They run parallel to the mini-bus taxi facilities in
Dannhauser.
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PUBLIC TRANSPORT
The purpose of trips within Dannhauser is classified into work and
non-work related trip purposes as described in the Amajuba PTP.
These figures are based on the Passenger surveys conducted at the
different public transport facilities. The purpose of these trips has
been calculated for work and non-work purposes only. For the
Dannhauser municipal area, only 10.11% of all public transport
trips is work related trips. The facilities in general located within
the urban areas of Dannhauser experienced higher percentages of
work related trips. Surveys within the KwaMdakane area showed
that less than 13.82% of all public transport trips were work
related.
O SOCIAL INFRASTRUCTURE
EDUCATIONAL FACILITIES
As indicated on the Map, there are Sixty-Four schools within
Dannhauser Municipality (One Junior Primary, Thirty-Eight Primary,
Two Comprehensive Primary, Five Comprehensive, Two Senior
Primary, Nine Secondary and Seven High Schools). There are no
tertiary education facilities in Dannhauser Municipality. The
nearest ones are found in Newcastle. An application of planning
standards for education facilities, that is, one primary school per
600 households and one secondary school for every 1200
households suggests an access of seven primary schools meaning
that the municipal area is adequately provided with primary
schools. A further Two high/ secondary schools are needed in order
to comply with the education facilities planning standards.
HEALTH FACILITIES
Dannhauser Municipality has ten clinics that are administered by
the Department of Health. There are no hospitals in Dannhauser.
The Department of health further supplies thirty-six mobile clinics
in areas where health service are not available. An application of
planning standards for health services in the area (one clinic for
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every 6000 households or one clinic within a 5km radius). In light of
the above, the Dannhauser municipality area is well provided with
clinics and primary health facilities.
SPORTS FACILITIES
The Amajuba District Municipality’s Sport Sector Plan identifies a
number of sports facilities available in Dannhauser Municipality
and captures these in its facilities Audit. These facilities include
South Park, which is identified as being in a poor condition,
Emafusisini Park, Durnacol Sports Stadium and Durnacol Swimming
Pool. These facilities have also been identified as being in a
relatively poor condition. The KwaMdakane indoor sports centre is
identified as the only sports facility that is in a relatively good
condition.
COMMUNITY FACILITIES
There are no identified community halls and community centres
apart from the KwaMdakane indoor sports centre which is
sometimes used for communal use. There is currently one
registered cemetery in Dannhauser, that is, the Dannhauser Town
Cemetery. The Hattingspruit and Private Muslim cemeteries are not
registered with the Dannhauser municipality. Most of these
cemeteries are reaching full capacity and the demand for burial
plots is increasing due to the HIV/AIDS pandemic. This means that
new cemetery sites need to be identified within the municipal area.
O IMPLICATIONS FOR THE DANNHAUSER SDF
Equitable access to social facilities such as schools, clinics and
police stations is an important indicator of the quality of life. The
Dannhauser municipal area has suffered from decades of neglect in
the past as far as the delivery of social facilities is concerned. As
such, the need to address these issues is identified in the IDP as
one of the key challenges facing the municipality. Understanding
the spatial distribution of these facilities and the identification of
gaps is a critical aspect of the SDF.
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STATE OF THE NATURAL ENVIRONMENT
The Development potential of an area is a combination of various
land characteristics including topography, slope soils, hydrology
and so forth. Steep slopes, unstable soils, poor drainage and
unfavourable geological formations are factors that make a given
area have a low development potential.
O GEOLOGY AND SOILS
Vast land in Dannhauser comprises of Arenite and small portions
are covered in Dolerite and Shale. The major soil types covering
Dannhauser Local Municipality are Loam Soil, Sandy Clay Loam, Silt
Loam and Silty Clay soils (Amajuba District EMP:2010).
O ENVIRONMENTAL ASSETS
According to the Dannhauser IDP, 2009 and the Amajuba District
Draft EMP, 2010, the Dannhauser municipal area is characterised
by an array of environmental assets. These include:
The Chelmsford Nature Reserve- This is the only reserve KZN
Wildlife protected area in the municipal area. It is a 6014 ha
reserve and is located around the Ntshingwayo Dam.
Important Escarpments- These are found along the western and
southern boundary of the municipality and are characterized by
high conservation value. They also form part of the upper
catchment of the Ngagane River.
Important species sites- these include the wetland e.g. Paddavlei
(which provides a habitat for the globally endangered White
winged Flufftail), threatened plant species and grass lands.
Important ecosystems- The municipality falls within the Acocks
Veld Type 66 (Natal sour sandveld) which is endemic to
KwaZulu Natal. The area has a high incidence of Red Data
species, forest patches and medicinal plants.
O AGRICULTURAL POTENTIAL
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The agricultural potential of the municipal area varies but falls
within six main ratings, ranging from High potential to very low
potential land. About 19% of the land constitutes high agricultural
land while. These are located on the western segment of the
municipal area while portions of the mid-northern sections and the
south eastern areas, approximately 16% are good agricultural land.
The rest of the eastern portions of the municipal area, which
constitutes about 52% of the land, covering mostly the eastern half
of the area, are considered as moderate agricultural land. These
areas extend from Hattingspruit to Durnacol and to the north-
eastern segments around Nyanyadu, Kilegethe, Brakwater,
Klipbank and Inverness areas. Only, about 6% of the land is said to
be of low agricultural potential. These include areas along the mid
western boundary, some parts along the mid portions of the
southern boundary and some portions along the steep slopes east
of Durnacol and Dannhauser. Also, about 7% of the area, covering
the western outskirts has very restricted agricultural potential.
The areas marked as of high agricultural potential should be
reserved for commercial agricultural production and excluded as
much as possible from non-agricultural activities or developments.
Areas of low or very low agricultural potential are recommended
for commercial or other non-agricultural developments.
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O CONSERVATION AREAS
Formally protected areas within the municipal area include areas
around the Ntshingwayo Dam. Also, the game ranch along the
south-western boundary of the site is of conservation significance
but is not a protected area. Other areas of high conservation
significance include all the wetlands and areas up to 30m around
these wetlands and 100m from the banks of all rivers within the
various catchments. Also areas along the southern portion of the
Chelmsford Dam are protected due to high biodiversity concerns.
These areas may not be available for any development (NDG Africa:
2010).
O WETLANDS AND CATCHMENTS
A number of drainage lines traverse the area with associated
functional wetlands. Some of these main wetlands are located on
the north-eastern to the south-eastern segments of the Municipal
area. These include the sub catchments of the Mbabane and
Mzinyashana Rivers which are within the larger Buffelsrivier
catchments. The mid northern portions fall within the larger
Ngagane catchments, which contains very significant and
endangered ecosystems and plant species which are of high
conservation values. It should be also noted that wetland the main
hydrological sensitive areas within this catchments are wetlands
and areas around the rivers which may be important habitats for
rare plants and animal species.
Wetlands perform very important hydrological functions such as
flood attenuation and the maintenance of water quantity and
quality of river systems. These important ecological systems need
to be protected and managed as effectively as possible. Wetland
areas as well as areas within 100m of the river bank should be
excluded from active development. In order to preserve the
significant functionality of these hydrological bodies within the
catchments, it is advisable to conserve these areas as passive or at
worst active open spaces. It is important that prior to the planning
of specific developments, development specific assessments should
be undertaken in order to determine the impacts of the
development on these hydrologically sensitive areas (NDG AFRICA:
2010).
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O VEGETATION
Vegetation type within the boundary of the Dannhauser
Municipality varies significantly but dominated mainly by five
vegetation types. These include the Income Sandy Grassland
located at the north-eastern corner of the site, covering the towns
of Nyanyadu through Kilgethe to Inverness 2), the Glencoe Moist
Grassland, located to the eastern side of the N11 around the towns
of Hattingspruit to Gedule, to Durnacol and to the southern portion
of Milnerdale. Another significant vegetation type in the area is the
Northern KwaZulu-Natal Moist Grassland. This is located along the
southern portions of the municipal boundary, near Glencoe to the
western portions of the N11 south of the Dam and to the western
portions of the area. Other vegetation types include the KwaZulu-
Natal Highland Thornville which covers the mid northern section of
the area, north-west of Milnerdale and the Low Escarpment Moist
Grassland which covers the western outskirts of the site and a small
portion along the southern border close to the N11. According to
the KZN Wildlife Vegetation Status Database, the Northern KZN
Moist Grassland is vulnerable while the Glencoe Moist and Income
Sandy Grasslands are endangered and endemic to KZN.
Vegetation that is endangered is one that has undergone immense
transformation that its very existence in an indigenous form is
threatened. Vegetation classified as endangered is thus of high
conservation significance. In view of this, the areas of
untransformed vegetation are on the eastern half, covered by the
Glencoe Moist and Income Sandy Grasslands. These should be
excluded from active development, especially one that involves the
removal of vegetation. In order not to worsen the impact on the
vegetations types and also to establish linkages between various
vegetation types of the broader region; these areas covered by the
Glencoe Moist Grassland and Income Sandy Grassland should be
included in the passive open spaces in the area.
It should be noted however that development of any
untransformed or derelict area may be subject to an environmental
impact assessment. The key environmental issues may be the
removal of vegetation especially the areas covered by the
endangered vegetation types as stated above, if the transformation
or the size of the development is more than development
threshold in hectares (NDG AFRICA:2010).
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O TOPOGRAPHY
The general topography of the area varies significantly. The area
consists of flatter grounds on the north-eastern segment, from
areas around Nyanyadu up to the Klipbank and Inverness areas and
also, on the northern mid-sections around the Chelmsford Dam and
areas around Alcockspruit to Milnerdale. The mid eastern to
southern portions consist of areas of moderate slopes consisting of
small hills and undulating terrains. The terrain is more severe, on
the western ends of the municipal areas and is characterized by
mountains with high altitudes and steep slopes (see Map 1). It
should be noted that areas that there are restrictions on
development of areas that slope sharply. Slopes of 1:3 for instance
are not permitted for residential developments. Due to the
steepness of the western ends of the area, steep areas should be
excluded from development considerations (NDG AFRICA: 2010).
O CULTURAL/HERITAGE
Information available on the area does not reveal any sites or
landmarks of provincial or national significance. However one of
the dominant cultural materials that need to be noted is graves. It
is known that communities are invariably culturally attached to
burial sites due to various cultural beliefs. Potential disturbances of
these sites could result in severe social and cultural conflicts.
Location of all cultural materials and other materials of heritage
significance should be determined prior to or during the planning
of developments. Amafa KwaZulu Natal needs to be a key
stakeholder in all development planning processes. Furthermore,
the Dannhauser municipal area is situated in relatively close
proximity to the battlefields route. These routes may also be of
heritage significance to the area (NDG AFRICA: 2010).
O IMPLICATIONS FOR THE SDF
The Spatial Development Framework guides and informs all
decisions of the municipality relating to the use, development and
planning of land. It must guide the following:
Directions of growth;
Major movement routes;
Special development areas for targeted management to redress
past imbalances;
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Conservation of both the built and natural environment;
Areas in which particular types of land use should be encouraged
and others discouraged; and
Areas in which the intensity of land development could be either
increased or decreased.
The spatial development Framework provides sufficient clarity to
guide decision makers in respect of development applications. It
deals specifically with natural resource management issues, land
rights and tenure arrangements, land capability, subdivision and
consolidation of farms and the protection of prime agricultural
land.
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KEY ISSUES AND INFLUENCES
Future spatial transformation of Dannhauser Municipality will be
shaped by a number of factors and influences. Although these are a
function of different sectors including social, economic, physical
and environmental, they can be broadly categorised as follows:
Spatial development opportunities
Spatial patterns and trends
Development constraints
O KEY SPATIAL TRENDS AND ISSUES
The following are a number of key spatial issues and trends
identified from an analysis of the Dannhauser Municipality
informant Maps:
There are high levels of poverty and dense settlement in the North-
East portion of the municipal area and there is therefore a
resultant need for land for settlement purposes, as well as
subsistence and commercial agricultural purposes.
There is a need to conserve and protect the natural resources
of the municipal area, that is, the soil, water, environmentally
sensitive features and important landscapes, ecosystems and
communities and species sites.
There is a need to maximize the agricultural potential of the area
and facilitate the production of the highest outputs.
The N11 and R621 Roads provide good access within the municipal
area and from the municipal area.
The Ntshingwayo Dam, the scenic landscapes and important
environmental ecosystems, communities and species present
valuable tourism and recreational opportunities.
There is a need to address environmental degradation due to
overgrazing, poor agricultural practices and the rehabilitation of
closed and abandoned mines.
O DEVELOPMENT OPPORTUNITIES
The following are a number of key development opportunities for
the Dannhauser Municipality:
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Dannhauser is seen as a nodal agro-industrial producer with a malt
processing factory, grain silos and mill. An opportunity exists to
expand the agro-processing industry.
The tourism plan of the Amajuba District identified the route within
Dannhauser which can be promoted as a tourism route. This
route will be from the N11 past Dannhauser and Hattingspruit
to the Dundee Road.
O DEVELOPMENT CONTRAINTS
Development opportunities that characterize Dannhauser
Municipality Should not be over-estimated. The area is also subject
to severe limitations:
Environmentally sensitive areas with endemic species which limits
the nature and extent of development.
Fragmented spatial structure with settlements located far apart
from each other and also from economic and employment
opportunities.
The land reform programme has the ability to undermine the
viability of the agricultural sector and the economy of the area.
The infrastructure of the vacant mines could limit the extent of
development.
A large number of properties acquired by the previously
marginalised through the land reform program are lying idle or
grossly underutilised. This has the potential to undermine the
viability of the agricultural sector and the economy of the area
as a whole.
Inadequate capacity of the bulk services such as electricity, water
and sewer systems.
O DEVELOPMENT TRENDS
Strategies should be developed for an effective management of the
following spatial development trends in the area:
Land Reform
Low income settlements in the peripheral parts especially in the
Traditional Authority areas
Economic stagnation
Increasing importance of the second economy /informal sector.
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SPATIAL CONCEPT
Dannhauser Municipality SDF is a strategic document that gives a
spatial translation to the development vision and program as
outlined in the IDP. It will guide and inform land development and
management, and as such it:
Gives effect to principles contained in the Development Facilitation
Act, Act No. 67 of 1995, NEMA and other relevant policies;
Sets out spatial objectives and provides spatial strategies that
indicate desired patterns of land use, address spatial
transformation, and provide decision making processes relating
to the nature and location of development;
Provide basic guidelines for a Land Use Management System and
development of a spatial Capital Investment Framework,
Align with neighbouring SDFs and the Amajuba District SDF;
Introduces guidelines for decision making and alignment of
development programs that impacts on the spatial structure
and land use pattern in the area; and
Provides a spatial representation of the location of the strategic
development projects in line with the spatial transformation
agenda. Provide visual representation of desired spatial form
and land use pattern.
O MUNICIPAL DEVELOPMENT VISION
Dannhauser Municipality’s development vision was developed as
part of the Integrated Development Planning process in line with
the requirements of the Municipal Systems Act. The vision commits
the municipality to economic vibrancy, employment generation,
affordable inhabitation, environmental endowment, trade and
investment. This is is in line with the Agenda 21 understanding of
sustainability – commitment to future generations.
Sustainability
Efficiency
By the year 2015 the Dannhauser
Municipality will strive to be a
sustainable area, with safe,
attractive living environments and an
available economy, based on
agriculture, industrial and tourism
development, providing sufficient job
opportunities
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The attainment of this vision requires the municipality to facilitate
the development of a spatial system that:
Is sustainable from a social, economic, financial, physical and
institutional perspective;
Provides for an efficient movement system, use of scarce
Resources and decision making processes;
Promotes integrated development; and
Equitable access to development opportunities.
Such a spatial system will create an environment conducive to
economic development and growth. It will promote social and
economic development and contribute to the achievement of the
development objectives as outlined in the IDP.
O AIM AND OBJECTIVES
The primary aim of the SDF is to guide the spatial form and location
of future developments within the municipal area of jurisdiction. Its
objectives are as follows:
Giving a spatial expression of the development vision and strategy
as outlined in the IDP;
Identifying areas where development should or should not go
Guiding the municipality in the coordination of development within
its area of jurisdiction;
Giving spatial effect to multi-sectoral projects identified in the
IDP;
Promoting sustainable utilization of natural resources.
More specifically, the SDF seeks to influence directly the
substantive outcomes of planning decisions, whether they relate to
the refinement of the SDF through framework and precinct plans or
decisions on land use change or development applications and to
achieve planning outcomes that:
Facilitates restructuring of spatially inefficient settlements;
Promote the sustainable use of the land;
Integration
Equity
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Channel resources to areas of greatest need and development
potential;
Redress the inequitable historical treatment of marginalized areas;
Take into account the fiscal, institutional and administrative
capacities of role players, the needs of communities and the
environment;
Stimulate economic development opportunities in rural and urban
areas; and
Support an equitable protection of rights to and in land.
In addition, the Dannhauser Municipality SDF promotes:
Accountable spatial planning, land use management and land
development decision-making by organs of state;
Cooperative governance and wider information sharing in plan-
making and implementation; and
Maximum openness and transparency in decision-making.
O SPATIAL PLANNING PRINCIPLES
Dannhauser Municipality SDF is underpinned by normative
principles reflected in various policy documents and pieces of
legislation including the Development Facilitation Act (DFA) and the
National Environmental Management Act (NEMA).
The normative principles are focused on and correlated to the field
of spatial planning, land use management and land development,
but, as is the case with all principles and norms, need further
actualization in specific, concrete contexts. Thus, in the practical
implementation of the principles, spatial planning, land use
management and land development in Dannhauser will be guided
by the following overarching concerns:
Equity, which implies equitable distribution of development,
resources and opportunities. This principle featured
prominently in the Redistribution and Development Program
(RDP) and it is again a central concern in the Growth,
Employment and Redistribution (GEAR).
Good governance which requires decisions on land development
should be informed by robust systems and procedures for
spatial transformation and land use management.
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Integrated development, which is a key concern in legislation and
policies dealing with Integrated Development Plans (Municipal
Systems Act) and Land Development (Development Facilitation
Act).
Participation. Chapter four of the Municipal Systems Act is
dedicated to the subject matter of public participation in
municipal affairs. This principle promotes accountability and
transparency in decision-making.
Sustainability, which emanates from Local Agenda 21 and in South
African is, enforced through the National Environmental
Management Act (NEMA) amongst others.
Order and amenity, which focuses mainly on the creation of safe
and healthy environments suitable for human habitation.
Current land use legislation (Natal Town Planning Ordinance)
puts a greater emphasis on this concern.
Redress, which is mainly addressed in the Land Reform Program
and various, associated pieces of legislation. The focus in this
regard is to correct the wrongs of the past.
Efficiency, which deals mainly with, the creation of efficiently
functioning environments scaled to the needs of the local
people and role-players.
The principles and norms collectively form a vision for land use and
planning in Dannhauser. They constitute a single point of
reference, and an overarching coherent set of policy guides to
direct and steer land development, planning and decision-making
in land use so that outcomes thereof are consistent with the
development objectives as outlined in the IDP.
O APPROACH
The Dannhauser Municipality boundary was delineated based on a
number of factors including population movement patterns, lines
of investment and sphere of influence of the existing regional or
sub-regional centres. As such, the area could be regarded as a
system of interests with a number of sub-systems operating within
it. The emphasis of the SDF is not so much on defining and
interpreting the manner of operation of the entire system, but to
re-enforce linkages and interdependence between the constituent
parts, clearly articulating the role of each part and providing for
feedback loops. An efficiently functioning spatial system would
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perform in line with the spatial development norms and standards,
and would generate predictable outcomes. As such, the
Dannhauser spatial system comprises of the following main
components:
Service centre/commercial hubs with varying levels of impact and
spheres of influence. Some already exist and require
consolidation while others are incipient and should be allowed
to evolve.
Link roads which also serve as development corridors whose role is
mainly defined in terms of the associated economic
development sectors, land use pattern and role in the sub
regional economy.
Settlements located in different environments including urban,
peri-urban and rural areas.
Agricultural land which needs to be preserved while also unlocking
opportunities for tourism and other economic development
initiatives.
Environmental management areas given the location of the area in
relation to the Ntshingwayo Dam.
Each of these plays an important role in the functioning of the
spatial system.
O SPATIAL PLANNING STRATEGIES
Further to the above outlined objectives and the associated
approach, the municipality will give effect to the intentions of the
SDF through a set of spatial planning strategies that indicates the
desired future spatial situation, and broad policy positions to guide
decision-making.
PROTECTION OF THE ENVIRONMENT
The principle of sustainable development seeks to put into
operation the provisions of the National Environmental
Management Act (NEMA) and Local Agenda 21 (LA 21). The
principle of sustainability requires that the present generation uses
its resources in a manner that does not infringe on the future
generation’s use of the same resources. Land development within
the municipality should be undertaken in an economically, socially
and environmentally sustainable manner, and with the following
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being acknowledged as key interventions for spatial
transformation:
Protection of environmentally sensitive areas;
Protection and efficient utilization of high potential agricultural
land ; and the
Enhancement of the aesthetic quality of the environment.
Ideally, a buffer line of environmentally sensitive areas along a river
would follow the 1:50 year flood line. Rivers provide opportunities
for tourism, irrigation and sports development. Ecological zones
such as wetlands, areas where there are endemic species, scenic
areas, etc, provide opportunities for environmental conservation
and tourism development and should therefore not be subjected to
development pressure.
PROTECTION OF HIGH POTENTIAL
AGRICULTURAL LAND
A large amount of land in Dannhauser, particularly, the land
located to the western segment of the municipal area and portions
of the mid-northern sections is generally classified as having high
and good potential for agriculture.
Sub-division and change of land use on agricultural land is
governed in terms of the Sub-division of agricultural Land Act
(SALA), Act No. 70 of 1970, and is administered nationally.
However, there is no coherent provincial policy that guides this
process. As such, it is critically important for Dannhauser
Municipality to develop its own guidelines (as part of the SDF) for
managing development on agricultural land.
STRENGTHENING REGIONAL INTEGRATION
The efficiency of the sub-region relates directly to the effectiveness
of its movement system i.e. the ability to move goods and people
within and beyond the municipal boundary. This strategy seeks to
achieve the following outcomes:
Promoting linkages with the surrounding centres such as
Newcastle, Dundee, Utrecht and Ladysmith.
Promoting accessibility of communities to economic (employment),
recreation and social opportunities.
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Enhancing the mobility of major arterials and roads.
Supporting and aligning existing and planned public transport
infrastructure.
This strategy involves strengthening the role of the existing road
networks and also opens up new movement routes and improves
the role of some of the strategic nodal points.
FOCUSING DEVELOPMENT IN STRATEGIC
NODAL POINTS
The clustering of various activities at appropriate and accessible
nodal locations provides the sub-region with a network of
opportunity centres. Some of these nodes have benefited from
significant public and private sector investment in services and
infrastructure, which needs to be managed, maintained and
protected. Others are located in previously disadvantaged areas,
which have suffered from institutionalized neglect. Although the
nodes have contrasting characters, profiles and management
issues, cumulatively, they accommodate the majority of economic
activities, employment prospects, and existing/growing residential
stock, and access to community facilities. As such, the strength and
feasibility of the nodal points is directly linked to the functioning
and health of the sub-region as a whole.
The equitable distribution of services and facilities is one of many
issues, which Integrated Development Plans seek to address. This
has a spatial impact in a municipal area in that the ordering and
location of services and facilities, in a manner that promotes
accessibility and efficiency in service delivery, is required. This is
critical for the performance of the municipal area as a whole and
land use integration. The following planning areas have been
identified:
Primary node provides higher order services and facilities. This is a
centre of municipal wide significance and attracts movement
from all over Dannhauser and beyond.
Secondary nodes serve the hinterland population in terms of social
and community facilities and basic retail facilities.
Tertiary nodes provide access to services and facilities at a local
scale.
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Settlement webs and complexes located in both rural and urban
areas serves as the basis for the coordination of the delivery of
services.
These nodes will form the focal points for the clustering of
development and service provision, and will ensure access to social
and economic opportunities for the entire municipal region. The
concentration of activities in and around these areas will stimulate
further development of higher order activities.
INTEGRATION BETWEEN DIFFERENT
LANDUSES
The intention with the built environment should be the creation of
large continuous precincts of built form, rather than it occurring in
spatially discreet pockets or cells, as can be seen in Dannhauser.
This is necessary to obtain economies of agglomeration. At places,
the continuity of the fabric should be systematically broken so as to
ensure equitable access to green space and other opportunities.
The benefits of mixed development include:
More convenient access to facilities
Travel-to-work congestion is minimized
Greater opportunities for social interaction
Socially diverse communities
Visual stimulation and delight of different buildings within close
proximity
A greater feeling of safety, with ‘eyes on streets’
Greater energy efficiency and more efficient use of space and
buildings
More consumer choice of lifestyle, location and building type
Urban vitality and street life
Increased viability of urban facilities and support for small business
(such as corner shops).
A more vibrant and sustainable spatial structure and form results
from blurring the distinction between uses and designing places
that make walking to the local centre, and bus stop or taxi rank, as
convenient and comfortable as possible.
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DEVELOPING SUSTAINABLE HUMAN
SETTLEMENTS
The settlement pattern in Dannhauser Municipality occurs in the
form of low density urban sprawl reflecting the texture of the
existing urban centres as rural villages. This pattern is not
sustainable and renders service delivery and development
ineffective. While this is critical in defining the structure and
behavior of settlements, it has given rise to a continuum of rural
settlement ranging from low density remotely located agrarian
communities to centrally located relatively high density
settlements.
A detailed consideration of the settlement pattern reveals a high
level of disintegration and fragmentation. Higher density
settlements should be located along the main transportation
routes and held together by a web of local access roads and public
facilities. At a regional level, they should be knit together by a
system of regional access routes. However, settlements are also
not static. They respond to change and are continuously in the
process of transformation. The key challenge is to turn them from
being creations and remnants of the apartheid regime into
sustainable human settlements.
This has serious implications for detailed planning and
development of these settlements:
They should generate a wide range of opportunities. Sparsely
populated settlements should be considered as opportunity
areas for agricultural development such as crop production and
livestock farming. Centrally located settlement should provide
improved access to higher order public facilities, intensive
agriculture and other urban services.
A convenient settlement improves the level of choice, encourages
creativity and investment while a less convenient settlement
imposes a lifestyle on people and results in unnecessary
expenses.
Settlements should be equitable in the sense that they should
provide a reasonable access to opportunities and facilities to
all. It is neither possible nor desirable for settlements to be
homogenous hence an emphasis on choice.
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ENCOURAGING AND PROMOTING
INTEGRATED DEVELOPMENT
Development within Dannhauser Municipality raises an issue of the
traditional dichotomy between urban and rural (between town and
countryside). While areas such as Dannhauser and Hattingspruit
Towns are considered urban, they are located in a generally rural
region and form part of a rural economy. The structure of the local
economy blurs the distinction between urban and rural. These
realities underscore the necessity of putting together a spatial
strategy within the broader development context. It should thus
focus on managing the form and texture of development, in a
manner that contributes to the following performance criteria:
Creating a more efficient and productive sub-region through the
development adoption of policies that seeks to built of the
competitive advantages while also unlocking new
opportunities.
Improving the overall quality of the urban environment by better
integrating environmental concerns within development
planning and urban management practices.
Developing an inclusive spatial system that promotes integration of
the previously disparate areas and eliminates the mismatch
between where people live and where they work.
Creating the base for efficiency in the delivery of services (water,
electricity, sanitation, etc), movement, investment and decision
making.
Promoting integrated and coordinated development with all
stakeholders working towards a common development vision
and agenda.
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SPATIAL FRAMEWORK
Dannhauser Spatial Development Framework provides guidelines
and directions for land development in respect of the following key
concerns:
Spatial transformation
Development of sustainable human settlements.
Service Delivery
Rural development and agrarian reform
Economic Development.
Environmental management
Land use management.
O SPATIAL TRANSFORMATION
The following are the key elements of a spatial restructuring
program for Dannhauser Municipality:
Hierarchy of corridors.
Hierarchy of nodes
Settlement clusters.
HIERARCHY OF DEVELOPMENT CORRIDORS
Development corridors in Dannhauser Municipality occur at
different scales depending on function and categorization of the
transportation route that forms the basis of the corridor. They
carry the flows of people and trade between two points (origin and
destination) and encourages nodal development at strategic point.
Corridor development as a spatial structuring element and a tool
for economic growth, seeks to create functional linkages between
areas of higher thresholds (levels of support) and economic
potential, with those that have insufficient thresholds. This will
enable areas that are poorly serviced to be linked to areas of
opportunity and benefit with higher thresholds. Corridors
constitute an effective form of decentralization and enable larger
and smaller activities to form a relationship. Linear systems can
handle growth and change well. They are an effective means for
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breaking down fragmentation and increasing integration and
spatial transformation.
A System of development corridors in Dannhauser have been
developed on the basis of the levels of mobility and access routes,
intensity of use and role in the regional spatial economy.
The upgrade and road maintenance projects on corridors that lead
to development opportunity areas such as rural service centres,
high potential agricultural land and tourism nodes should be
prioritized as this will encourage investment, improve accessibility
and enhance mobility. This principle supports the phased approach
to development, targeting areas of greatest potential first.
Development corridors are effective in linking infrastructure and
economic development as towns and structures connect to each
other in a functionally effective manner.
PRIMARY DEVELOPMENT CORRIDOR
The N11 national road linking Newcastle (the Amajuba’s regional
centre) to the north of the municipal area and Ladysmith (the
uThukela District’s regional centre) to the south of the municipal
area. This corridor serves both as a transport and tourism corridor.
This road also provides an alternative route to the Gauteng
province which may attract both domestic and international
tourists thereby presenting opportunites for LED type projects in
certain locations.
SECONDARY DEVELOPMENT
CORRIDORS
Secondary corridors provide vital linkages to service satellites in the
district and ensure connectivity with service delivery in the
communities. The secondary corridor is the R621 main road. It links
the town of Dannhauser and the Hattingspruit satellite to the N11
(and onto Newcastle) to the north and to Dundee and Glencoe (
and on to the R33 main road) to the to the south.
TERTIARY CORRIDORS
Tertiary corridors link service satellites in the sub-district and
provide access to public and commercial facilities at a community
level. There are three tertiary corridors which are as follows:
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Road 272 which runs south from main road 483 (which links
Madadeni and Osizweni in the adjacent Newcastle municipal
area. Down to Road 38 and on to Dannhauser to the south west
or alternatively on to Dundee (in the adjacent Endumeni
Municipality) to the south-east.
Road 296 which runs south-east from Osizweni and on to road 38
to Dannhauser (linking the satellites of Naasfarm, Thirst and
Kilkeel to Dannhauser) or alternatively on to Flint, Road 240 and
then Road 272 to Dundee to the south; and
Road 205-2 which runs from the N11 in a westerly direction and
links through to Road 39 to the north of the municipal area.
Map.
DEVELOPMENT NODES
One of the key issues facing Dannhauser Municipality is a poor
settlement pattern, which manifests in the form of the dominance
of Dannhauser Town as a regional service centre h as well as the
general rural character of the area. The net effect of this is the
inability to decentralize and coordinate service delivery at a
localized level. As a means to address this, the municipality will
facilitate the evolution of a system of nodes incorporating primary,
secondary and tertiary nodes.
An activity node offers the opportunity to locate a range of
activities, from small to large enterprises, often associated with
mixed-use development. They are generally located along or at the
cross-section of development corridors.
Activity nodes serve as points in the spatial system where
potentially access to a range of opportunities is greatest, where
networks of association create diversity and where people are able
to satisfy the broadest range of their day-to-day needs. Being
points of maximum economic, social and infrastructure investment,
as well as representing established patterns of settlement and
accessibility, these nodes must be regarded as primary devices on
which to anchor the structure of the sub-regional spatial system.
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PRIMARY NODE
Dannhauser town is an important economic node and service
centre providing key functions to the surrounding rural areas. It
also serves as the key administrative node and provides
commercial, agricultural, industrial, social and community services
to the surrounding rural areas. Dannhauser accomodates the
municipal offices, a police station as well as a variety of commercial
and retail outlets.
SECONDARY NODE
Secondary nodes provide educational, economic and community
services to the surrounding rural communities. Most of the rural
nodes within Dannhauser municipality are classified as secondary
service nodes where a range of services and economic activities can
be concerntrated in a sustainable way. A secondary node is usualy
located at an accessible location within an acceptable walking
distance of a particular community. The following secondary nodes
are proposed for Dannhauser municipality:
Hattingspruit is identified as a town in the Dannhauser IDP.
KwaMdakane is identified in the Dannhauser IDP as a service hub
as it provides a higher order and more permanent range of
services.
TERTIARY CENTRES
In addition to the secondary nodes, provision needs to be made for
the development of community centres within a cluster of
settlements. These small centres will serve as location points for
community facilities serving the local community such as:
Primary and secondary schools.
Clinics including mobile clinics.
Pension pay points.
Community halls and other community facilities.
The following have been identified as tertiary centres/nodes:
Nyanyadu
Buffalo flats area
Settlements within the Ubuhlebomzinyathi traditional authority .
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map
O DEVELOPMENT OF SUSTAINABLE HUMAN
SETTLEMENT
Human settlements are the spatial dimension as well as the
physical expression of economic and social activity. The creation of
sustainable human settlements is inevitably an objective for social
development as it defines and conditions the relationship between
where people live, play and work on the one hand and how this
occurs within the confines of the natural environment. It is one of
the most visible and quantifiable indicators of the society’s ability
to meet one of its basic needs - shelter, and a pre-requisite for
sustainable human development and economic growth.
LAND RELEASE
Land identification exercises should be undertaken to identify, map
and assess all strategically located land that is suitable for housing
development. This is in addition to the land that is owned by the
municipality which has already been identified. The exercise should
be based on the following criteria:
Ownership of land.
Restrictive conditions of title and other encumbrances.
Current land use.
Existing zoning.
Size and potential yield for different housing products.
Availability of services.
Location in relation to employment and other urban opportunities.
Market value of the land as determined by the municipality for
rating purposes.
Geotechnical, topographical and other environmental conditions
should allow cost-effective development and servicing of the
land.
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The use of the land for housing purposes should be in accordance
with the IDP and the associated sector plans.
The primary aim of this program is to facilitate the release of
strategically and suitably located land as rapidly and cost effectively
as possible so as to provide a range of housing products. Particular
focus should be paid to state owned land and land located within
development nodes and along development corridors and spines as
identified in the SDF. This includes land registered in the name of
the Dannhauser Municipality, land held by the Provincial
Department of Human Settlements in terms of the power of
attorney and land administered by the national Department of
Rural Development and Land Affairs.
HOUSING DELIVERY
Particular focus in the delivery of housing will be in the areas which
are already well-serviced with bulk infrastructure. Dense rural
settlements will be prioritized for the development of human
settlements through the rural housing subsidy scheme.
SLUMS CLEARANCE
The following spatial planning directives will be applied in the
implementation of slums clearance projects:
Identify all informal settlements and quantify housing need.
Mapping and assessment of informal settlements to establish
whether they can be upgraded in situ or requires relocation.
Develop and introduce a land invasion policy as a means to prevent
development of new and expansion of the existing informal
settlements.
RURAL HOUSING
The Government’s rural housing assistance programme has been
designed to complement the realization of the objectives of the
Integrated and Sustainable Human Settlements. It focuses on areas
outside formalized townships where tenure options are not
registered in the Deeds Office but rather protected in terms of land
rights legislation - Interim Protection of Informal Land Rights Act,
1996 (Act No. 31 of 1996). As opposed to registered individual
ownership in formal towns, rural households enjoy protected
informal tenure rights and/or rental or permission to occupy. The
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rural housing assistance programme is needs or demand based and
designed to provide housing and infrastructure assistance within
the specific circumstances. Dense rural prioritized settlements will
be for rural housing.
O SERVICE DELIVERY
Provision of bulk services is the responsibility of Amajuba District
Municipality. Sector plans have been prepared for some of the
services.
SANITATON
The IDP indicates that Dannhauser Municipality has a huge
sanitation backlog, particularly the rural villages. Packaging of
sanitation programs should be based on settlement clusters and be
integrated with the drive towards the transformation of rural
villages into sustainable human settlements. The following spatial
planning standards should be applied in all sanitation projects:
Settlements located within priority environmental areas should
be prioritized.
Settlements located within a 100m of wetlands should be
provided with lined ventilated pit latrines at the minimum.
Urban and peri-urban settlements should be provided with
sewer system.
WATER
Like many areas in South Africa, the Dannhauser Municipality area
has inherited the historical legacy of a large backlog of water and
sanitation service infrastructure. The efficient and adequate supply
of water services for domestic consumption and for economic
development is one of the most important challenges facing
Amajuba District Municipality, in its capacity as the Water Services
Authority for both Dannhauser and the neighbouring municipality
of Emadlangeni.
Identification of supply zones should be based on the cluster of
settlements defined in terms of quaternary catchments. The
following spatial planning standards should be implemented in all
water supply schemes:
Urban settlements should be supplied with water within the house.
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Peri-urban settlements should ideally be supplied with water on
site or at least within a 200m radius from each household.
Dense rural settlements should be provided with water at least
within 200m from each household.
Scattered rural settlements should be prioritized for spring
protection, source water from the rivers and where possible
boreholes.
IMPROVING ACCESS TO SOCIAL FACILITIES
Different communities have different priorities in terms of social
facilities, and different types of facilities will work efficiently in
certain communities. Large facilities with a municipal wide
threshold such as a district hospital may not be located in a small
poorly accessible settlement. The important thing is not to
predetermine the form of all facilities, but rather the positioning of
social institutions valued by the community. The precise nature and
form of many of these facilities can be determined over time by the
community itself.
Community facilities are important place-making elements and
they should be deliberately used, in combination with public space,
to make memorable places. They are dependent upon public
support and play an important integrating function in and between
communities/settlements. They should therefore be
“externalized”, by being located in places of high accessibility, and
made accessible to the local and surrounding communities. In this
way, they bring together people from a number of local areas and
are not tied to the dynamics of any one community.
HEALTH
Health considerations must inform all dimensions of settlement-
making and design. They should be accessible and integrated with
public transportation. This can be achieved by locating such
facilities close to activity areas and regular places of gathering.
The location of preventively orientated health facilities, such as
clinics, in association with primary and pre-primary schools, offers
advantages. Preventive functions, such as inoculation and
nutritional programmes are best delivered through schools. Where
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a multipurpose hall serves a number of schools, a clinic may be
beneficially located within or adjacent to that hall.
PUBLIC MEETING SPACES
Both open-air public spaces and enclosed spaces such as
community halls are important parts of social infrastructure. Halls
should be located in association with public spaces as this will allow
for events in one to spill over into the other, or provide alternatives
in case of weather changes.
Halls should also be associated with other public facilities, such as
schools and markets. Given the limited number of public facilities
which can be provided in any one settlement, it makes sense to
concentrate these to create a limited number of special places,
which become the memorable parts of the settlement.
The number and location of meeting places cannot simply be
numerically derived. Rather, it is necessary to create “forum”
places, places which over time assume a symbolic significance
outstripping their purely functional role.
EDUCATION FACILITIES
The creation of environments which promote learning forms an
integral part of the settlement-making process. Learning has both
formal and informal dimensions. Schooling relates to the formal
dimension of education. Informal learning stems from exposing
people to experiences outside the formal learning environment,
such as experiencing nature, urban activities and social events. In
this respect, the informal part of the learning experience can be
enhanced by integrating educational facilities with the broader
settlement structure. This can be achieved by locating schools,
colleges, technikons and adult education centres close to places of
intensive urban activities.
Schools should be seen as resources serving both pupils and the
broader community. In this regard schools can accommodate the
school population during the day and, where possible, adult
education during the evenings. Similarly, halls and libraries can
serve the school population during the day and the broader
community during the evening, ensuring 18-hour usage of facilities.
The need for informal school play space can be supplemented by
public space adjacent to which the school is located. Formal sports
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fields can serve both the school and the broader community. In
terms of their location, schools should be part of an accessible,
settlement-wide system of education facilities. Accordingly, they
should be located close to continuous public transport routes. This
will make schools sustainable over a longer period, since they will
draw pupils from a larger area, thus becoming less susceptible to
fluctuations in the local population.
THE MOVEMENT NETWORK AND PUBLIC
TRANSPORT
Movement should not be seen as a separate element but as an
activity which occurs within social space. The degree to which it
dominates space varies significantly depending on the type of
settlement. In Dannhauser, Hattingspruit and KwaMdakane, equal
emphasis should be paid to both spaces which are entirely
pedestrian dominated to spaces which are entirely vehicle
dominated. The situation is completely different in rural villages
where pedestrian and public are the dominant modes of transport.
Public transport is essential in areas that are characterised by low
levels of car ownership such as rural Dannhauser. As far as possible,
transformation of rural settlement into sustainable human
settlements should support public transport. Well located and
highly accessible settlements should be allowed to expand and
increase in density in order to create sufficient thresholds to
support public transport and public facilities.
Higher densities in areas such as Dannhauser Town and
kwaMdakane will increase the viability of public transport and
should be encouraged along public transport routes. This is
critically important as it promotes concentration of activities and
gives effect to the notion of nodal development. There is a strong
ordering dimension to movement. At all scales, it is necessary to
maximise continuities of movement, as this promotes choice and
integration. Land uses should be able to respond freely to
movement patterns as this encourages diversity and a mix of
activities.
O RURAL DEVELOPMENT AND AGRARIAN REFORM
Rural development is intended to create vibrant, equitable and
sustainable rural communities. The national government seeks to
achieve this through a three-pronged strategy based on:
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A coordinated and integrated broad-based agrarian
transformation;
Strategically increasing rural development; and
An improved land reform programme.
LAND DEMAND ANALYSIS
Amajuba ABP + FOCUS AREAS (outside Dannhauser)
A number of framework plans should be developed which address
specifically the creation of sustainable rural settlements within the
traditional council areas. A number of opportunities exist for
Dannhauser, namely:
Food security programmes: Since the municipal area is well
endowed with land that has a high agricultural potential,
opportunities exist for the development of food security
programmes which will not only have social implications, but
will also contribute to the development of rural agriculture. The
development of these programmes will not only ensure that
rural communities are provided with food and job opportunities
to an extent, but it will also ensure that land which has high
agricultural potential does not lie idle and underutilized and left
vulnerable to degradation.
Agricultural programmes: The development of agricultural
programmes is also vital to sustainable rural development and
agrarian reform. These programmes should be packaged in a
manner that enables knowledge transfers between existing and
emerging farmers (especially those who come from a
subsistence background), educate communities on agricultural
issues and provide feeding schemes to assist poor communities.
O ECONOMIC DEVELOPMENT
Dannhauser Municipality IDP identifies local economic
development (LED) as one of the key performance areas (KPAs),
and a strategic area of intervention. Investigations undertaken
towards a comprehensive LED strategy and implementation plan
suggests that the area has potential in tourism, agriculture and
mining sectors.
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TOURISM
Tourism- linked to the mines/ edu-centre. (heritage associated with it)
Small scale manufacturing- (already small scale jewellery manufacturing in
durnacol.
Agriculture- food security programmes, food gardens, agri-tourism, aqua-culture
Farming in Durnacol, cooperative development in wards.
O ENVIRONMENTAL MANAGEMENT
The human-centered approach emphasizes that a central purpose
of planning is to ensure that the developmental needs and
activities of people living in settlements are catered for and, in
particular, that opportunities for people to achieve their full
potential through their own efforts are maximized. This approach,
rather than being purely cost or technologically-driven, is people-
driven and democratic. The nature-centered approach recognizes
that natural systems interact in highly synergistic ways, which must
be respected if breakdowns in them are to be prevented. Human
actions on the landscape, such as settlement-making, must thus be
sensitive to ecological processes. Therefore, rather than imposing
settlement development on the environment, this approach
emphasizes co-existence, thereby creating synergy between man-
made and ecological systems. The presently unmanaged growth of
both the towns and rural areas has potential to:
Contribute to the degradation of environmental resources such as
the water and plants,
Contribute to malfunction of waste management systems,
Overload the transport system, and
Negatively affect the overall deterioration in the living conditions of
Dannhauser LM residents.
The growth in the local economy of Dannhauser and surrounds,
just like with all growing economies, invariably contributes to an
exponential increase in water use, waste generation and energy
use in the residential and commercial sectors. If not properly
managed, the growth can lead to degradation, some of which is not
reversible.
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The Amajuba district municipality Environmental Management
Framework (EMF) identifies, among others, the following as critical
interventions to address the current accelerated rate of resource
degradation:
Catchment management,
Conservation through production (include
traditional/indigenous agricultural production systems mainly
targeting homestead owners and subsistence farmers),
Protected areas,
Climate change vulnerability mapping,
Waste management,
CATCHMENT MANAGEMENT
Dannhauser is located within the Ngagane catchment. As such,
good resource management is critical for the integrity and
functioning of the upper catchments throughout its length. The
catchment is currently under threat, from over-grazing,
inappropriate fire regimes, alien plant infestations, inappropriate
arable and plantation development and unsustainable harvesting,
which in turn leads to groundcover and biodiversity loss and soil
erosion. Well managed catchments can perform their important
ecological services in a far more effective and resilient manner than
those which are under stress from development pressures.
WETLAND MANAGEMENT
Wetlands play a critical role in the ecosystem water management
and biodiversity conservation. As such, they are deemed to be no-
go areas in terms of development on site. It is recommended that
further specialist investigations such as wetland delineation and
functionality assessments must be undertaken to inform
Dannhauser LM environmental management programme and
influence planning and development in the area within a
reasonable distance of any wetland area. In the interim the
following will serve as guidelines for an effective management of
wetlands:
No activity that will result in the transformation of wetlands is
recommended. Wetlands should be retained for the ecosystem
goods and services they supply, therefore only rehabilitation
and conservation activities are proposed within the zone.
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Therefore, should be no net loss of wetland area or
functionality as a result of any development.
In cases where wetland impacts cannot altogether be avoided or
acceptably mitigated on-site, consideration must be given to
establishing off-site wetland offsets that would result in
positive impacts for wetland management in the region.
32m confidence buffer will be established around each wetland are
as on-site delineation of wetlands has not been undertaken. If
development is proposed on these sites, studies must be
undertaken to delineate the occurrence of wetlands and to
assess the functionality of any wetland areas on the site or in
close.
BIODIVERSITY MANAGEMENT ZONES
PROTECTED AREAS
Areas of high biodiversity are important for their intrinsic value in
the ecosystem. These areas have very high development constraint
and care should be taken to ensure that large scale transformation
does not occur and that the ecological functioning of these sites is
not lost.
These areas are afforded legal protection in terms of
environmental management legislation. Any development within
protected areas is subject to an EIA and will require extensive
consultation with all interested and affected parties.
BIODIVERSITY CONSTRAINT AREAS
Any development proposed within this zone must be subject to a
pre-feasibility assessment which must include all necessary
specialist biodiversity investigations and the consideration of
alternatives and mitigation. If the site is confirmed to be highly
sensitive and the proposed activity is expected to result in the
potential net loss of critical biodiversity elements, then the
development should be considered fatally flawed from a
biodiversity perspective and should not proceed.
Activities that are compatible with biodiversity management
objectives and that would result in a net increase in biodiversity
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should be supported. This may be achieved through mitigation
measures such as:
The consideration of alternatives;
The reduction of land use density;
The commitment to rehabilitation of any degraded areas; and,
Local indigenous landscaping.
In cases where biodiversity impacts cannot altogether be avoided
or acceptably mitigated on-site, consideration must be given to
establishing suitable off-site biodiversity offsets that would result in
positive impacts for biodiversity in the region.
AGRICULTURAL LAND
HIGH POTENTIAL AGRICULTURAL LAND
High potential agricultural areas offer unique opportunities for
cultivation and food security. Areas of high agricultural potential
are identified as areas with inherent potential for cultivation based
on the soil, slopes and climate of the area. It is recommended that
activities that will result in the loss of agricultural potential such as
the subdivision of land, settlement and extensive infrastructure
development should not be undertaken in * 60
0VMthis zone. Ultimately these areas should not be developed for
purposes other than agriculture, and should retain the opportunity
for future agricultural production. As such, they should be
maintained either for cultivation or grazing.
In areas of high agricultural potential that also have high
biodiversity value it will be important to attempt to identify land
uses that may achieve both objectives such as grazing or less
intensive cultivation that include areas to be set aside for
biodiversity management. High potential agricultural land located
within existing settlements but is too small or lack the appropriate
infrastructure to become viable agricultural areas could be
considered for small scale or intensive food production and urban
agriculture.
GOOD AGRICULTURAL POTENTIAL
While these areas may have agricultural values this can only be
determined through more detailed site specific slope and soil
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analysis. As agricultural potential of these areas could be high,
further investigation of these sites is recommended. If any site is
deemed to have high agricultural potential then the management
priorities and land use guidelines for the high agricultural potential
constraint should be applied.
LOW AGRICULTURAL POTENTIAL
Land with low agricultural potential refers to areas that have
limited value for agricultural production. This may be as a result of
steep slopes, unsuitable soils or unsuitable climatic conditions.
Activities within this zone are not constrained by agricultural
potential. Commercial cultivation in this zone is not recommended
and yields from cultivation in this zone are unlikely to be profitable
and may in fact result in negative impacts such as erosion and land
degradation. Extensive agriculture such as grazing or subsistence
gardening may however be undertaken in this zone. It is critical
however that stocking rates be carefully considered to ensure that
land degradation does not occur. It is also critical that subsistence
gardening does not occur on steep slopes resulting in erosion.
AGRICULTURAL POTENTIAL LOST DUE
TO TRANSFORMATION
Areas within this zone may have previously exhibited high
agricultural potential. Due to land use changes in the past, the
potential for agricultural production has been lost. Activities within
this zone are not constrained by the agricultural potential.
Opportunities for urban agriculture and vegetable gardening
should be encouraged.
O CONSOLIDATED SDF
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. map
IMPLEMENTATION FRAMEWORK
O LAND USE MANAGEMENT GUIDELINES
Guidelines for land use management forms part of the core
components of the SDF. They are required in terms of the SDF
regulations and serve as a bridge between the broad SDF and site
/are specific land use schemes. Its core components are as
reflected on the chart below.
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Figure 12: Land Use Scheme system
PURPOSE OF LAND USE MANAGEMENT
Purposes of Land Use Management are the establishing of the
following:
Healthy Living Environment: Land uses such as open spaces and
community facilities are required to create healthy
communities, whereas that land uses causing nuisance or
pollution need to be in the right location.
Safety: Land uses harmful to health need to be placed in areas
where it can be controlled. Adequate space between
neighbouring properties provide for storm water and fire
control.
Conservation: Certain buildings, places or areas need to be
conserved for future generations.
Order: Land uses that are not compatible need to be separated.
People need to be certain when they buy or rent property, that
their amenity and property values will be protected.
Amenity: A pleasant living environment is established by residential
areas that look good, where people feel safe, and which are
close to facilities.
Convenience: People need to be conveniently located in relation to
employment opportunities and to community and other
facilities.
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General Welfare: By creating a healthy and safe environment, and
ensuring adequate provision has been made for all necessary
services and facilities.
Efficiency and Economy: Optimal use of scarce resources.
LAND USE (PLANNING) SCHEMES
Land use schemes form the basis of a land use management
system. Dannhauser Local Municipality will be managed by a wall
to wall land use (planning) scheme. Objectives of land use schemes
are:
To be applicable to the whole area of a local municipality
To establish single regulatory land use management systems that
can be applied uniformly throughout each local municipally.
To provide municipalities with tools from which they can draw to
manage the use and development of land within their urban
and rural areas as required.
To integrate different regulatory land use management systems
within the municipality (town planning schemes, physical
planning permits and Annexure F of the Township
Establishment and Land Use Regulations (GNR 1897/1986) of
the Development of Black Communities Act, 1984 [Act 4 of
1984])
To address the concerns and issues of rural land use management,
the rural component of a land use scheme should primarily be
applied to ensure that prime agricultural land is protected, to
ensure that important areas of environmental significance and
bio-diversity are protected and impact of agricultural and non-
agricultural land uses of business nature are facilitated.
To give effect to the spatial development framework and the
integrated development plan of a municipality. In this regard,
the associated spatial development frameworks of Integrated
Development Plans establish the broad framework for land use
planning.
ZONING AND MANAGEMENT OVERLAYS
Each zoning and Management area should identify by way of a
statement of intent the following in order to ensure that it is linked
back to the IDP and spatial development framework:
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A detailed statement of its intention and even for specified areas
(transitions area, CBD, etc.);
Type and intensity of development that shall be permitted or
encouraged, and even for a particular area;
Determines how any current or future development shall be
phased; and
Provides for the inclusion of specific urban design criteria.
Management areas are land that is deemed to require a level of
special treatment (additional development controls and/or
providing of guidance) over and above that provided by an
underlying zoning. It is indicated as an overlay to the land use
scheme map, with area boundaries clearly demarcated.
Management areas can also refer to single properties.
These management areas influence and facilitate the development
of land in a unique or specific manner - a detailed management
approach. Management areas usually require the imposition of a
further set of development controls for existing zonings
(management plans), in addition to the normal controls for the
relevant zoning. These development controls can even impose
stricter regulatory measures (a further restriction in permitted
height, coverage, floor ratio, etc.) for an existing zoning.
Management Area Plans thus contain the fine detail of how a
management area will be developed and implemented.
Different level of detail of management area plans:
mere vision and/ or policy statements
general and/or generic guidelines
specific schematic plans
Detail plan/ Master Plan/ Micro Spatial Frameworks.
In the above regard, management plans can indicate areas of
economic development such as SDIs, development corridors,
tourism routes, industrial development zones, areas around dams
and rivers, urban design, historical precincts, areas of
environmental importance, informal trading areas etc.
DEVELOPMENT PARAMETERS / SCHEME CONTROLS
The Municipality will manage development within each zone
through a series of development parameters or Scheme controls
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relating to each zone. Conventionally development parameters set
out the maximum development permitted on a site. However, they
may also be used to set out the desirable or minimum
development allowed. The development parameters set out the
uses within each zone that are:
Freely permitted: This category includes land uses that are
considered to be compatible with the surrounding land uses
and which may be permitted by the municipality. Currently an
application in writing for a permitted use is still required
although a building plan is often sufficient. New legislation may
remove the need for such approval for freely permitted uses.
Development Permit: This category includes compatible and/or
ancillary uses considered low impact uses that require limited
procedural mechanisms for consideration. The procedure
usually involves obtaining written consent from the neighbours
or community consent. If a municipality considers that the
impact of the proposed use may have a significant impact on
the surrounding area, Special Consent Use Permit may be
required. A municipality may impose conditions in granting a
Development Permit.
Special Consent Use Permit: This category includes ancillary uses
that might have a more intrusive impact and may require
special conditions to protect the amenity of the area or
mitigate the impact of the proposed use.
Prohibited Uses: This category includes land uses which are
incompatible with the surrounding land uses, and which a
municipality is precluded from considering.
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O CAPITAL INVESTMENT FRAMEWORK
Map +projects
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O MONITORING AND EVALUATION
OBJECTIVE PERFORMANCE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS
Protection of the environment.
Protection agricultural land.
Facilitating and strengthening regional integration
Focusing development in strategic nodal points
Integration of different landscapes/land use zones
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OBJECTIVE PERFORMANCE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS
Developing sustainable human settlements
Encouraging and promoting integrated development
O SCHEDULE OF SPATIAL PLANNING PROJECTS
PROJECT NAME PROJECT DESCRIPTION TOTAL BUDGET
MEDIUM TERM EXPENDITURE FRAMEWORK
2011/2012 2012/2013 2013/2014
Sub total
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