ethekwini municipality integrated development plan...applying value filters 13 1.6 geographic and...

2010 and Beyond2006-2011July 2006

eThekwini MunicipalityIntegrated Development Plan

Foreword 5

Chapter 1The IDP Strategic Approach

1.1 Introduction 81.2 Key development challenges 91.3 Refining our vision 101.4. Key choices 111.5. Applying value filters 131.6 Geographic and spatial considerations 141.7 Our eight point plan 161.8 The Cityís Balanced Scorecard 18

Chapter 2Our Eight Point Plan

2.1 Plan One: Sustaining our natural and built environment 222.2 Plan Two: Economic development and job creation 322.3 Plan Three: Quality living environments 442.4 Plan Four: Safe, healthy and secure environment 502.5 Plan Five: Empowering our citizens 602.6 Plan Six: Celebrating our cultural diversity 662.7 Plan Seven: Good governance 702.8 Plan Eight: Financial viability and sustainability 80

Chapter 3Implementing the IDP

3.1 Introduction 903.2 Service delivery landscape 913.3 Departmental business plans 91

Annexures

Annexure 1: The profile of the eThekwini Municipal Area 96Annexure 2: What do people need? 98Annexure 3: Key development challenges 101Annexure 4: Structure of the Municipality 103Annexure 5: Core values matrix 105Annexure 6: Long term development framework 106

Table of Contents

6

20

88

President Mbeki, inhis 2006 State of theNat ion address,reminded us of theHonourable NelsonMandelaís historicchallenge that wasput to us when he

addressed the nation in 1994:ìWe must, constrained by and yetregardless of the accumulated effect ofour historical burdens, seize the time todefine for ourselves what we want tomake of our shared destiny.î

Early during our first term of office(2000-2005), the pol i t ica l andadministrative leadership of theeThekwini Municipality, together with allour partners in development from civilsociety, took time to define howcollectively to shape our shared destiny. With the crafting of a Long TermDevelopment Framework to guide allour actions over twenty years, and astrategic and clear five-year IntegratedDevelopment Plan, a sustainabledevelopment path was mapped out forour City.As we enter our second term of office(2006-2011), we have reflected on theprogress made to date in addressing ourdevelopment backlogs, and evaluatedour strategic approach to ensure that weare still on track to achieve our Vision ofbecoming Africaís most caring andliveable city. What we present, in thissecond round of our Cityís five yearintegrated development planningprocess, is a plan that moves beyondconsolidation of basic services towardsa concerted effort at poverty reductionthrough job creation all within a deeply-embedded sustainability framework.We have retained our Eight Point Planof Action that will continue to guide ourMunicipality, but have refined andrefocused our strategic programmes, soas to respond more effectively to, andmaximize benefits, of key events such

as the 2010 Soccer World Cup. We alsopublish in this IDP the set of key projectsthat have been identified for everyprogramme and the total budget perprogramme. This we believe is importantinformation for our civil society partnerswho can now begin to fashion their ownresponses in concert with our strategicprogrammes and projects.

We are proud to announce that our IDPremains the strategic driver of both ourbudget and our per fo rmancemanagement system. In this way, ourstrategy drives real development on theground, and civil society can measureus against targets that are based onstrategic IDP programmes.

We look forward to engaging withcommunities on our IDP in a far morestrategic and meaningful way. We hopethat, henceforth, our community basedplanning process becomes the vehiclefor participation in the IDP, in order tomaximise co-ordination and synergybetween the two processes. In addition,we wish to increase the number anddepth of our sectoral engagement (forexample, with business, aged, youth,womenís organisations, differently-abledorganisations).

Over and above this process, I wish toencourage every resident, everybusiness, every community and non-governmental organisation to take thisopportunity to read, engage with andprovide feedback to us on our IDP. For,it is only with your commitment to worktogether with us, that we can achieveour Cityís vision.

Looking forward to hearing from youÖ

Councillor Obed Mlaba

1.1.

May

orís

For

ewor

d

chapter one

Our IDP Strategy

Where do we want to be?

Refining & refocusingour vision to help guideour actions

What do we have to do?

Making hardchoices

D e c i d i n g o n t h eplatform to build inorder to achieve theprosperity we desire

How we are going to do it?

Value filters

Testing and screeningall actions to promoteonly development thatsupports our coreprinciples and values

A plan to make it happen

8 action plans

8 city plans with keyfocus areas that outlinea set of programmesand projects withbudgets and delivery time-frames

A definedVision

In keeping with thetheme of the World Urban Forum heldin June 2006, ìTurning Ideas into Actionî,our second Integrated DevelopmentPlan (IDP) for the period 2006-2010focuses on translating our City Visioninto action. This thrust is based on therealisation that, over the last five years,the alignment between vision, strategyand actual delivery has not been optimal.

In this chapter, we outline, in simpleterms, precisely how we intend totranslate our City Vision into a workableplan that has budgets, timeframes andmonitoring mechanisms in order toachieve our five-year 2010 targets. Theestablishment of this plan takes ushalfway to achieving our City Vision.

We begin by re-stating our Cityís keydevelopment challenges and theprogress that has been made duringthe implementation of our first IDP.

In response to these challenges, wethen outline how we have refined ourCity Vision to be more robust,cmprehensible and realistic, and auseful tool to help guide the action ofthe Municipality, its citizens and keydevelopment stakeholders.

Thereafter, the key choices that havebeen made as a result of vigorousdebate by City leadership are presented.This is followed by an explanation ofhow our strategy process filters alldevelopment actions in order that onlythose programmes and projects thatare consistent with, and support ourCityís core values and principles, arepursued.

This is followed by a summary of theCity Scorecard which brings togetherin a colour-coded matrix, the Cityís8 Point Plan and the respectivestrategic focus areas. As the namesuggests, the Scorecard gives us anindication of all the measures that willbe used to help us monitor ourperformance, using a balancedscorecard approach.

The Cityís 8 Point Plan of action, whichbuilds on and embraces the key choicesand sets out a clear plan of action thatwill deliver on the City Vision, is thensummarised.

The City Strategy must be and is robustenough to adapt to National strategies for

addressing certain priorities. These prioritiesare expressed in the MDGs and Presidentís

address

1.1

Intr

oduc

tion

1.2 Key developm

ent challenges

Over the past five years,significant strides have been made toaddress the key developmentchallenges in the City. While significantprogress has been made in all areas,there is still some distance to go towardscomfortably addressing the followingchallenges:

Low economic growth and high rate of unemployment.Access to basic household and community services not optimal.Relatively high levels of poverty.Low levels of literacy and skills development.Sick and dying population affected by HIV/AIDS.Exposure to unacceptably high levels of crime and risk.Many development practices still unsustainable.Ineffectiveness and inefficiency of inward-looking local governmentstill prevalent in the municipality.

Some of the key achievements over the last five years are recorded inAnnexure 7 of this document.

1.3

Ref

inin

g ou

r C

ity V

isio

n

To realise this vision, webelieve there are basic elements thatall citizens, the business communityand visitors must enjoy.

They must:

Have ease of movement in the city.Enjoy a safe environment in all parts of the municipal area.Afford what the city offers.Enjoy a clean and green city.Have access to economic opportunities.Enjoy homely neighbourhoods.Have access to services, in particular municipal, healthAnd education services.

Achieving the vision as interpreted, will also mean addressing the keydevelopment challenges by making key interventions.

With delivery of these, the people of eThekwini should be able to:

Live in harmony.Be proud of their city.Feel protected.Feel their basic needs are being met.

ìBy 2020, eThekwiniMunicipality will beAfricaís most caringand liveable cityî

Why choices? In order toachieve our vision, there are a numberof key choices we have to make. Thesechoices lead to the creation of structureswhich support, house and associateother actions and activities ñ thebuilding blocks around which actionstake place.

CHOICE ONE: Improving ourport and logistics infrastructure

Improving the City ís logist icsinfrastructure will ensure that wemaximise the opportunities presentedby the existence of the Port and otherenterprises to partner us in increasingeconomic opportunities. The Port andits environs is the greatest job creatingoppor tun i t y a t p resen t . Theimprovement of logistical infrastructurewill:

Improve connectivity in theMunicipal area.Increase the scope and opportunityfor learning. Increase economic opportunities.

CHOICE TWO: using land UseManagement to increase densitiesand to reduce sprawl

The Municipality is striving to ensurethat people are brought closer to wherethey live, work, study and relax. Whilethe Council is committed to bringingpeople closer to areas of economicactivity, the principle of sustainabilitywill be the driver to ensure that peopleare living in harmony with theenvironment.

Us ing the mun ic ipa l Spa t ia lDevelopment Framework (SDF), theMunicipality is committed to the zoningof land use in order to increase densitiesand reduce urban sprawl. The SDF willensure that:

There is more effective useof facilities.The municipality reduces theNeed to build newfacilities.People live closer to amenitiesAnd work opportunities.

1.4 Key C

hoices

Making hard choicesEach ìbubbleî represents a choice that has been made

over other optionsÖ

CHOICE THREE: Bridging thedigital divide

Over the past three years, the City hasextended its telecommunicationinfrastructure in order to connect all itssites, thereby improving data and voicecommunicat ion between si tes.Moreover, this has reduced the cost oftelecommunications for the City. Giventhe extended network, which comprisesa fibre backbone to be complementedby a wireless network, it is now possibleto extend the opportunities for improvingtelecommunications to businesses,citizens and other public bodies. Thisis critical for economic and socialempowerment, providing citizens withopportunities that they have notpreviously enjoyed.

CHOICE FOUR: Good publictransport system

One of the objectives of the 2020 Visionis ease of movement for commuters toand from work, shopping, leisure andschool (our specific vision here is thatpeople will not have to take more thantwo buses, taxis or trains before theyreach their destination in eThekwini).If Durban improves its public transportthen it will:

Reduce the need to increaseroad networks.Provide a platform of connectivity

between people.Reduce pollution by minimisingvehicle usage.

CHOICE FIVE: Ecological andrelated tourism

The natural resources of the City havelarge economic benefits for tourism andeconomic development. This choiceseeks to develop an innovative, highlyeffective and measurable marketingplan to grow tourism numbers with theaim of:

Keeping people active.Retaining natural assets andbenefit ing from the naturalenvironment.Keeping people healthy.

CHOICE SIX: Ecological integrity

Ecological integrity is ensured bybuilding sustainability into the way wepromote economic development,provide infrastructure and services,manage our city finances, involvecitizens in decision making, and protectour threatened ecosystems. Thisincludes:

Decreasing the cost of engineering.Retaining an attractive city.Reducing the cost associated withnatural disasters

The balancing of social, economic andenvironmental needs of eThekwini willresult in the efficient usage of all ourresources, and therefore ensure thatall forms of development occur withinthe carrying capacity of our naturalenvironment.

In an attempt to give life andmeaning to our Cityís set of principles anddevelopment values that was adopted as partof our first IDP, we have instituted a processthat systematically filters every programme,project and initiative in terms of values that theCity has chosen.

1.5 Applying Value Filters

Value filtersScreening development to ensure that our core values aresupported.

SUSTAINABILITY

ECONOMICALLYSUCCESSFUL CITY

POVERTY REDUCTION

SMART CITY

CARING CITY

DEMOCRATIC& EQUAL CITY

How does theinitiativecontribute tomanaging ourresources in away that does notprejudice ourcapacity to do soin the future?

To what extent dothemethodologiesemployedcontribute togrowing the localeconomy,creating newjobs, promotingBEE & SMMEdevelopment,and support localbusinesses?

How do theprogrammes andmethodologiesemployedcontribute toreducing the riskof increased andgrowing poverty?

How do theprogrammes andmethodologiesemployedcontribute toimproving theaccess toinformation andknowledge of allcitizens in thecity?

To what extentdoes the initiativefocus on thecustomer? Howdoes it protect themarginalised?

How do wepromote non-racialism andnon-sexism andpromote a moretolerant citizenry?

Filters apply to programmes and projects, aswell as to methodologies and the delivery ofprogrammes and projects.

It is important to note thatour IDP strategy involves makingchoices ñ not within a vacuum, butwithin a spatial framework. Byconnecting actions, resources andexpenditure across the metropolitanarea, we will unlock sustainable growth,whilst ensuring that we address thei n e q u i t a b l e , i n e f f i c i e n t a n dunsustainable consequences of pastdevelopment patterns.

Given our Cityís unique and diversespatial landscape, a concerted attempthas been made to interrogateprogrammes and projects in terms ofour value filters, with due regard to theparticular locale of the project. Hencea road building programme inimpoverished Amaoti, Inanda, will bepart icularly responsive to howconstruction methodologies ensure agreater contribution to local economies,whilst development in the outer westernareas will be more responsive to issuesof environmental sensitivity. Thisanalysis will be done within the contextof our overall spatial framework whichdivides the metropolitan area into anurban core, urban periphery andrural/peri-urban areas.

The importance of acknowledging theunique spatial character of a particularlocale has been a key area of learningduring the implementation of our CityísArea Based Management (ABM) pilotprogramme.

iTrump ñ borders the city CBDAnd surrounds.Cato manor ñ located in theInner city.SDB ñ located south of theharbour and constitutes thethe cityís major industrial complex.INK ñ made up of the largestresidential area north of thecity, but lacking in economicactivity to provide jobs to residentsnorth of the umgeni river.Rural abm ñ focuses on theenormous rural componentof the municipal area.

As each of the five ABMs expediteddevelopment in the above strategicareas of the City, bold and innovativeapproaches were adopted andexperimentation with new ways of doingthings was encouraged. This strategyis therefore a robust, richly-texturedone that embraces achieving differentactions in different parts of the city,responding to local need and character,whilst at the same time supporting thestrategic intent of the overall spatialf r a m e w o r k o f t h e C i t y .

1.6

Geo

grap

hic

and

spat

ial c

onsi

dera

tions

2010 StadiumICC Arena

To summar ise , the spat ia lframeworkís defining featuresinclude:

A compact city model.Emphasis on accessibility andconvenience in more denselypopulated urban areas.Durban CBD and SDB playdominant roles in terms of jobsand rates.Small satellite centres playsupport roles.Support for a high priority publictransport network.Support for an informal economyat Warwick Junction.Infrastructure excess capacitiesutilised.Upper catchment open spacearea continues to provide freeservices ñ supports health of coreurban area.Urban edge concept used as toolto curb urban sprawl, promotecompact ion and achieveassociated efficiencies, secureagriculture and upper catchmentenvironmental assets.Urban edge supported by costsurfaces model.

The Cityís delivery plan is organisedinto eight separate but related plans.They are interrelated because:

All the programmes and projectsare filtered through a common setof filters listed above.the plans, programmes andprojects are supportive ofeach other, to ensure greaterimpact in delivery. Wherecontradictions or overlaps arefound to exist, these will duly bebrought into alignment.

The 8 Point Plan is listed as:

1 Susta in ing our natura land bui l t envi ronment.

2 Economic developmentand job creation.

3 Quality living environments.4 Safe, healthy and secure

environments.5 Empowering citizens.6 Celebrating our cultural

diversity.7 Good governance.8 Financial viability and

sustainability.

1.7 The Eight P

oint Plan

LEARNING &GROWING

FINANCIALPERSPECTIVE

1.8

The

City

ís b

alan

ced

scor

ecar

d Eight Point Plan

City scorecard

SERVICEDELIVERY

INTERNALPERSPECTIVE

Safe, healthy &secure

environment

Quality livingenvironment

Economicdevelopment &

job creation

Sustain ournatural & builtenvironment

Improveknowledge

management

Develop, manageand regulate thebuilt and natural

environment

Support & grownew and existing

businesses

Meetinfrastructure and

service needs

Ensure climateprotection & pollution

minimization

Meet communityservice backlogs

Provide secondarysupport to business

enterprises

Increase value formoney

expenditure

Grow anddiversify revenue

Ensure accessibility& promote

governance

Create an efficient,effective & accountable

administration

Promote health ofcitizens

Budgetstrategically and

sustainably

Support healthyand productive

employees

Develop the cityas a centre of

learning

Financial viability& sustainability

Good governancePromotingcultural diversity

Empoweredcitizens

Promote thesecurity of

citizens

Promote sportand recreation in

the city

Create economicopportunities for arts,culture and heritage

Develop humancapital

Promote citizensafety

Over the past few years, the City has been refining itsperformance management approach. It adopted the balancedscorecard approach but customised the four perspectivesof the scorecard as follows:

Service delivery perspective. Financial perspective. Internal perspective. Learning and growing perspective.

Key Performance Indicators (KPIs) will be developed for eachof the strategic focus areas in each of the plans as they pertainto the four perspectives. The targets will be set as five yeartargets to be fully assessed at the end of the lifecycle of this IDPand the end of the current term of office for Councillors. Thebaselines set will be as of June 2006. The automation of KPIsis underway with financial KPIs already automated together withthe City entities, i.e. uShaka and ICC.

chapter two

implementing the IDP

chapter two

implementing the IDP

It is important to note thatour IDP strategy involves makingchoices not within a vacuum, but withina spatial framework that connectsactions, resources and expenditureacross the metropolitan area that willunlock sustainable growth, whilstensuring that we address thei n e q u i t a b l e , i n e f f i c i e n t a n dunsustainable consequences of pastdevelopment patterns.

Given our Cityís unique and diversespatial landscape, a concerted attempthas been made to interrogateprogrammes and projects in terms ofour value filters, with due regard to theparticular locale of the project. Hencea road building programme inimpoverished Amaoti, Inanda, will beparticularly responsive to howconstruction methodologies ensure agreater contribution to local economies,whilst development in the outer westernareas will be more responsive to issuesof environmental sensitivity. Thisanalysis will be done within the contextof our overall spatial framework thatdivides the metropolitan area into anurban core, urban periphery andrural/peri-urban areas.

The importance of acknowledging theunique spatial character of a particularlocale has been an important area oflearning during the implementation ofour Cityís Area Based Managementpilot programme.

q iTrump ñ borders the cityCBD and surrounds

q Cato Manor ñ located inthe inner city

q SDB ñ located south of theharbour and constitutes themajor industrial complex ofthe city

q INK ñ made up of the largestresidential area north of thecity, but lacking in economicactivity to provide jobs toresidents north of theUmgeni River

q Rural ABM ñ focuses on theenormous rural componentof the municipal area.

As each of the five ABMs expediteddevelopment in the above strategicareas of the City, bold and innovativeapproaches were adopted andexperimentation with new ways of doingthings encouraged. This strategy istherefore a robust, richly-textured onethat embraces achieving differentactions in different parts of the city,responding to local need and character,whilst at the same time supporting thestrategic intent of the overall spatialframework of the City.

Scientists produce daily evidence thatthe health of our planet is at risk and willsoon be in crisis if humankind continuesto deplete its resources at the currentrate. At the municipal level, sustainingour natural and built environments meansthat we must make responsible decisionsthat balance social, environmental andeconomic goals.

Our natural systems, or open spaceassets, provide services that either haveno human substitute or that require costlyhuman intervention to substitute. Thoseservices that have no human substituteinclude clean air, climate stabilisation,rainfall, marine resources and fertile soils.We rely on nature for our most basicneeds - air, food and water. All fuel, fibreand construction material is also derivedfrom the natural resource base. In boththe urban and rural contexts, low incomepeople are most dependant on thesefree services, and particularly in ruralareas where these services are generally

more abundant. The more protection weoffer the natural environment, the moreit will offer support to the poor. The openspace asset also provides services that,if destroyed or degraded, require costlyreplacement interventions such as stormwater protection measures, mechanisedprocessing of wastes, beach sandreplenishment schemes, waterpurification schemes.

The economic value of eThekwiniecosystem services is estimated at R3,1 billion per annum (2002 estimate)excluding the contribution to the leisureindustry.

It is important to recognise that certaindevelopment cannot work in harmonywith the natural asset. In instances suchas these, it should be demonstrated thatthere is nevertheless a net environmentalgain as a result of the developmentproceeding.

2.1

Pla

n O

ne s

usta

inin

g ou

r na

tura

l & b

uilt

envi

ronm

ent

To promote sustainable and integrated social, economic andenvironmental land use management.

Sustainable land uses and management systems.

Desired Outcome

Goal

Why this plan?

The package of p lans beingimplemented within eThekwini ishierarchical and integrated and showsthe move f r om s t ra tegy t oimplementation.

The Spatial Development Framework(SDF) is the point of integration ofstrategic municipal spatial strategies inthe arena of economics, transport,environment and society.

The Spatial Development Plans (SDPs)cover the municipal area at a greaterlevel of detail than the SDF. The Outer

West SDP has had its first round ofpublic engagement and the North SDPis currently being prepared for a similarengagement. The strategic assessmentphase for the South SDP has recentlybeen completed and the SDP coveringthe central area of the Municipality willcommence in the 2006/07 financialyear. These SDPs provide guidance asto the nature and intensity ofdevelopment that can potentially besustained on the land. The philosophyis that the carrying capacity of landought not to be exceeded as a resultof development. The SDPs are alsor iver ca tchment -based wh ichentrenches the sustainability ethic beingadopted by the Munic ipa l i ty.Infrastructure experts have also beenconsulted in order to identify majorinfrastructural implications andimpediments. The involvement ofplanners, environmentalists andengineers in the development of theSDPs reflects the integrated nature ofthis planning process.

A number of Local Area Plans (LAPs)will be needed to cover an entire SDParea. The LAP carries through the intentof the SDP but responds to the specificnature of the local area. An LAP wouldconsider issues such as the alignment

Programme 1: Develop and implement a sustainable& integrated spatial planning system

In order to meet the basic needs of all citizens, the Municipality is developing andextending its services to residents without access to basic services and facilities. Thisincludes maximising the use and maintenance of existing infrastructure networks. Theanchor for this approach will be a strategic plan for multi-functional social, cultural andrecreational services and facilities.

Strategic Focus AreaDevelop, manage and regulate the built and natural environment

Long Term DevelopmentFramework

Integrated Development Plan

Spatial DevelopmentFramework

Spatial Development Plan

Local Area Plan

Precinct/Special Area Plans

Land Use Schemes

Corporate

Strategy/P

olicyIm

plementation Tools

of local movement systems, theidentification of local economic andleisure opportunities, and the moredetailed identification of areas for bothdevelopment and conservation.

Precinct or Special Area Plans will beundertaken for areas within the LAPthat require special attention. FloridaRoad would, for example, be a heritageprecinct since it is in high demand fordevelopment but has buildings with

architectural heritage merit. Relevantplans would exhibit a high level of detailincluding architectural theming,landscaping, and street furniture.

We will only attract development inaccordance with the SDPs, LAPs andPrecinct Plans if we have a supportiveLand Use Management System(LUMS). There are numerous aspectsto a LUMS including land use schemes,rating policies and endowment policies.

N2

N2

N3

N3

N2

N2

eThekwini Municipality

Major Roads

Catchment boundary

N2 River Catchment Areas

Our coastline is the greatest attraction for visitors to the City and is tremendouslypopular from a property development perspective. Over the last few years, theimportance of the coast to South Africaís economy has been acknowledged andthis has raised the profile of this important asset.

The Municipality has drafted a coastal management strategy which identifies 12strategic objectives:

Development and implementation of Coastal Management Plans.Blue Flag rollout plan.Coastal recreation/tourism development plan.Event management plans.Estuary management plans for each estuary.Stormwater and coastal water quality improvements.Coastal legislation and bylaw development.Coastal education and awareness.Sustaining the supply of environmental goods and services.Managing development in the coastal zone.Sustainable coastal livelihoods programme (poverty relief focused).Coastal structures management and coastal engineering.

The land use scheme is a criticalcomponent and deals with zoning andbuilt form controls. The intent embodiedwithin the package of spatial plans mustbe translated into the most appropriatezones and controls within the land useschemes. A single land use schemeframework for the whole of eThekwiniis currently being developed in orderto replace the ëoldí town planningscheme terminology and to ensure thathistorically under-invested areas,previously not covered by such planning

controls, now have the potential to bebrought into the system. The review ofout-dated planning/land use schemeswill need to be undertaken to ensurealignment with the higher order plansin the hierarchy. Once this is achieved,it will eliminate the conflicts that currentlyex is t be tween the p re fe r reddevelopment path for an area and thedevelopment path being dictated byoutdated zones and controls embeddedwithin ëoldí planning schemes.

Programme 2: Develop and implement a coastalmanagement plan

Work has commenced on elements ofthis strategy and success has alreadybeen achieved in several areas, notablythe Blue Flag programme which hasour Municipality leading the country,and in the area of Coastal ManagementPlans (CMPs) with four areas currently

under such planning. Several areas willneed more focus, including coastalwater quality, which continues to presentus with challenges in achieving aninternational water quality standard forour beaches.

eThekwini is committed to ensuring thelong term sustainability of the naturalresource base through concerted effortsin a number of key areas. TheeThekwini Environmental ServicesManagement Plan (EESMP) identifiesthose environmental service assets thatrequire protection and management.These assets include rivers, wetlands,estuaries, grasslands, forests andcoastal zone resources. The total landarea falling within the EESMP is in theorder of 63 000ha of which much isundevelopable. More than 90% of thistotal area is in private ownership, andthe objective is to increase the amountof land under formal protection, whetherby conservation servitudes or othermeans. To ensure the sustainedfunctioning of ecosystems that providegoods and services, it is essential thatwe conserve biodiversity. A BiodiversityStrategy and Action Plan is beingformulated for this reason.

It is recognised that natural resourcesare enjoyed by all residents forrecreation and are harvested mostly bythe lowest income residents as part oftheir poverty alleviation strategies. Thereare, however, many instances wherethe natural resource base is over-exploited for financial gain and thevarious levels of government mustcontinue to work together to put an endto such exploitative activities. Invasivealien species also pose a significantand growing threat to biodiversity andthis requires urgent intervention.

In order to gauge if we are indeedsustaining the natural resource baseover time, we need to undertakeappropriate research, regulate andmanage development, develop relevantpolicy and implement a monitoringprogramme of key environmentalindicators.

Programme 3: Ensure the long term sustainabilityof the natural resource base

Unnecessarily long delays in theapproval of development applicationscan cause landowners to becomefrustrated and to circumvent properprocedure, thereby acting in anunsustainable manner. If buildingimprovements are undertaken withoutformal plan submissions it can lead tounsafe buildings, a decline inneighbourhood amenity, and a loss ofrates income to Council. Therefore it isin the municipal and public interest thatan effective and efficient system thatintegrates town planning, environmentand building control approval andcompliance processes be developedand implemented.

Much effort is being put intostandardising approval systems acrossthe Municipality in the most effective

way. Processes are being re-engineered to be more responsive, toimprove turn-around times, to enhancethe attractiveness of the Municipalityfrom an investment perspective, toenhance citizen confidence in thesystem, and at the same time topromote development that sustains ournatural resource base. An electronicdevelopment application monitoringsystem is being set up to track alldevelopment applications through themunicipal system, from the submissionstage through environment, townplanning assessments to completionstage and enforcement of conditions ofapproval.

Within the Municipality, there exist areasthat fall far short of the achievement ofour sustainability targets. These areasmust receive priority in terms of being

part of a monitoring programmeestablished to ensure that significantprogress is made towards achievingtheir respective targets.

Programme 5: Develop and implement environmental,land use and transport monitoring systems tominimise the negative impacts in priority areas

Programme 4: Develop and implement an integrated,efficient and effective application and approval system

Unnecessarily long delays in theapproval of development applicationsfrustrates landowners who begin tocircumvent proper procedure, thereby

acting in an unsustainable manner.It is thus in the Municipalityís interestto develop an effective and efficientsystem.

Programme 7: Develop and implement municipalpollution reduction and climate protection

The National Cl imate ChangeResponse Strategy (DEAT 2004) makesthe following observations: ìThere isnow more confidence that global climatechange is a threat to sustainabledevelopment, especially in developingcountries, and could undermine globalpoverty alleviation efforts and havesevere implications for food security,c lean wate r, energy supp ly,environmental health and humansettlements. Acknowledging the overallvulnerability of South Africa to climatechange impacts, it will thus benecessary to carry out adaptationmeasures in this country. The SouthAfrican Country Studies Programmeidentified the health sector, maizeproduct ion, p lant and animalbiodiversity, water resources andrangelands as areas of highestvulnerability to climate change, andthese are the areas that need to betargeted for adaptation measures. Withregard to vital industries, the miningand energy sectors are particularly

vulnerable to climate change mitigationmeasures.î

eThekwini, being a coastal municipality,will be further affected by sea level riseand in this respect certain coastaldevelopment and infrastructure will beunder threat of damage. eThekwiniviews the issue of climate change in aserious light and is developingappropriate mitigation and adaptationplans within the context of its climateprotection programme. The manage-ment of air quality, particularly in theSouth Durban Basin and other keylocations, is a critical component of thiswork. The Municipality will, whereverpossible, promote the reduction inharmful atmospheric emissions, andthe priority being accorded to thedevelopment of an effective publictransport system is also aimed atreducing total vehicle emissions. Finally,we will promote the development ofnon-polluting and renewable energysources as a medium to long term

Programme 6: Develop and implement a sustainableland use, environment and building controlcompliance system

Strategic Focus AreaEnsure climate protection and pollution minimisation

alternative to the current reliance oncoal and oil based energy.

Pollution impacts negatively both onecosystem functioning and on thequality of life of eThekwini residents.Our strategic approach to pollutionreduction is inter-sectoral andintegrated. Various sectors contributeto pollution such as industry, transport,domestic, publ ic services andagriculture. Our response thereforerequires an integrated strategy involvingthese sectors coupled with betterlegislation and regulation, improvedplanning measures to prevent pollutionand the pursuit of cleaner forms ofproduction.

In terms of waste generation, we needto tackle the issue at its source, bothat the level of every household as wellas every manufacturing plant, rather

than simply relying on waste being sentto a landfill site. A culture of recyclingmust be fostered within our society andmore opportunities created for wasterecycling in every possible sector. Allresidents and manufacturers have arole to play.

eThekwini has some highly innovativepollution minimisation and climateprotection projects, such as the electricityfrom methane gas project and ourcommitment to shift towards cleanerforms of manufacturing. Apart frommaking a contribution towards climateprotection, pollution minimisation willhave direct benefits for the quality of lifeof residents by way of clean, green andhealthy living environments. The leisureindustry will also benefit because tourismand recreation are often reliant on theclean, green and healthy aspects of thepublic environment.

ìA culture of recycling must be fostered within oursociety and more opportunities created for wasterecycling in every possible sector.î

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Develop, manage andregulate the built andnatural environment

Prepare and implement spatial development plans (inclusive ofengineering plans)

Review and update the spatial development framework

Standardise and review the LUMS schemes

Develop and maintain an information data base to support thepreparation and implementation of the SDF, spatial developmentplans and town planning scheme reviews and assessment ofapplications

Undertake spatial research and policy development to supportspatial development plans and scheme reviews and land useapplication decisions

Develop and integrate the costs surfaces model to informthe SDF, spatial development plans and town planningscheme reviews

Develop and implement outreach, awareness and capacity buildingprogrammes

Develop and implement a coastal management plan

Coastal management and co-ordination

Monitor and implement coastal water quality management

Implement a sustainable coastal livelihoods programme


Revision and implementaion of the Environmental ManagementPolicy, including sectoral policy development (eg. energy, riverhealth)

Establish and maintain a system to review projects in the CAPMONdatabase

Land acquisition and rezoning to secure critical environmentalassets

Regular state of the environment reporting

Development of estuary management plans

Ongoing refinement of the EESMP

Targeted implementation tools for sustaining and enhancingbiodiversity (eg. Biodiversity Strategy Action Plan, environmentalby-laws and Working for Ecosytems programme

Extend the LUMS to historically under-invested areas

Develop guidelines for coastal development and scheme reviews

1. Develop and implementa sustainable andintegrated spatial planningsystem

2. Develop and implementa coastal managementplan

3. Ensure the long termsustainability of thenatural resource base

Project Matrix

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Develop, manage andregulate the built andnatural environment

4. Develop and implementan integrated, efficientand effective applicationand approval system

Implement eThekwini advertising and signage management policy

Manage non-compliance and conflicting land uses and activities

Develop and implement a climate protection programme


Ensure the growth and enhancement of citizen compliance andconfidence in the environment, land use and building controlmanagement system

5. Develop and Implemt,environment and buildingcontrol compliancesystem

Develop and implement an air quality management planEnsure climate protectionand pollution minimisation

6. Develop andimplement a municipalpollution reduction andclimate protectionprogramme

Capital Budget Allocation

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

2.0 1.8 2.2

Sustaining our naturaland built environment

The most significant ñ and potentiallydestabilising ñ economic trend in thisnew millennium (and the last decadesof the previous one) is that of increasedglobalisation. In the face of theopportunities and challenges posed bythis new paradigm, nations are movingto integrate their economies with thoseof their neighbours to create larger andmore competitive regional economicblocs.

On the African continent, the AfricanUnion has adopted NEPAD as a vehicleto this end. The primary objective ofNEPAD is to eradicate poverty in Africaand to place African countries, bothindividually and collectively, on a pathof sustainable growth and development,thereby halting the marginalisation ofAfrica in the globalisation process. Oneof the partnershipís main priorities ispromoting regional integration on thecontinent, with bridging the infrastructuregap being an important element.

Seen in this context, the economicdevelopment of eThekwini as the largestport and largest urban concentrationon the eastern coast of South Africa

assumes not only a local, but also anational significance.

Given the globally competitive natureof economics, the City must adopt aneconomic strategy that is robust enoughto accommodate national, continentaland international pressures andagendas. This will best be achieved bybuilding upon the strengths andopportunities that the City has. Theseinclude being the busiest port insouthern Africa, having 98 km ofcoastline, and subtropical weather thatcan be exploited for tourist and othereconomic opportunities.

Another strength that the Citypossesses is having the second largestmanufacturing base in the country.Although manufacturing is relativelystrong in the City, the City is also wellpoised to boost non-manufacturingindustries such as agriculture and agri-processing, service industries such asinformation communication andtechnology (ICT), and the creativeindustries. The City has strong tertiaryinstitutions that provide a skills basefor these industries.2.

2 P

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To develop the economic wealth of the eThekwini region for thematerial well-being of all its citizens.

Strong economic growth and sustainable job creation.

Desired Outcome

Goal

Why this plan?

The following areas have been identified as strategic areas for intervention and prioritised:

Provision of an efficient and effective infrastructure foundation to facilitate local andinternational freight and passengers, as well as information and data flows throughoutthe City.Ensuring the integrated delivery of basic services such as water, waste and electricity.Growing the first economy and broadening participation in this economy through:

Reducing the costs of doing business.Promoting and enhancing trade and investment.Developing an efficient freight and passenger logistics network.Focusing on strategic economic sectors for the promotion of broad based BEE.

Bridging the economic divide for the second economy through:Informal economy support.Human resource development.Small business and co-operatives support.Procurement, and business area management.Ensuring all residents are able to access the social package, including government grants and subsidies.Enhanced access to financial support (indigence policy).Improved communication and knowledge building opportunities.

Specifically, this strategy aims to contribute towards the achievement of the key nationaltargets, namely to seek an annual growth rate that averages 4.5% or higher between 2005and 2009 and 6% between 2010 and 2014, as per the Accelerated and Shared Growth-SA Initiative (ASGISA). The other aim is to halve unemployment and poverty (the numberof people earning less than the indigent grant level) by 2014.

A scenario planning exercise for theCity is currently underway that will lookspecifically at the current, emergingand managed economic growth trendsfor the City (ìDurban at the Apex,beyond a 20/20 vision for the Cityî).

Thereafter, a comprehensive strategicplan will be produced to guide localeconomic development in the area, aswell as directing the construction of thephysical infrastructure necessary tosupport the development.

Programme 1: Adopt a strategic economicdevelopment plan for the City

Strategic Focus AreaSupport and grow new and existing businesses

The programme will strive to stimulateeconomic growth in key activity sectorsaligned with the KwaZulu-NatalIndustrial Development Strategy,namely the automotive sector, ICT,tourism, agriculture and agri-processing,chemicals, creative industries (crafts,film, TV and music), clothing andtextiles, and wood, pulp and paper. Dueto the importance of the maritime sectorto eThekwini in particular, it will alsoreceive attention.

Different approaches will be followedon a sectoral basis, as some industriesare in decline, such as textile andclothing, while others such as the filmindustry, need to be nurtured as it hasgreat potential but its market penetrationis still very limited.

Programme 2: Stimulate key sectors that promoteeconomic growth and create jobs through providingsupport for prioritised sectors

The dominant feature of the tourismstrategy is to focus on those areas thatcomplement the lifestyle of the City anddraw on the strengths of what the Cityoffers.

Coastal tourism, eco-tourism andadventure tourism, by definition, relyon the free goods and services providedby the environment, whether it be shark-diving on the Aliwal Shoal, kayakingthe Umgeni River or simply enjoyingthe solitude of a walk within theUmhlanga Nature Reserve. A great dealof local research will be undertaken orsupported to determine the types ofattractions, activities and experiencesthat this sector of tourism demands andhow best to utilise these natural assets.

Sporting events have been identifiedas one of the key strategies in thepromotion of the City and Province.However, these events cannot work inisolation and be expected to be the solemeans of economic development. Theyare one component of the overalleconomic development strategy for acity. To enable eThekwini to maximisethe ensuing opportunities and economicbenefits, the programme endeavoursto form strong alliances with sportingbodies, federations and organisations

(both national and international) toensure that regular presentations takeplace, highlighting the Cityís key assetsand facilities to sports bodies andorganisations.

The programme seeks to create newsporting events of significant magnitudeand profile (e.g. the recent A1 Motorracing championship) that result in neweconomic opportunities being openedup for local communities. In addition,the programme will attempt to developand promote existing sporting eventsthat a l ready have s ign i f icantparticipation from overseas, into world-class events that are capable ofattract ing even more vis i tors.

The key conferencing event as far aseThekwini is concerned is the Indaba,Africaís largest tradeshow, which it ishosting until 2009. This unique situation,where the worldís travel trade convergeson the City, must be exploited to itsmaximum. The extensions to the ICCare on the brink of completion andsuccessful ìIndabaísî hosted over thenext few years will put the City in a verystrong position to secure the Indaba asa permanent annual fixture.

Programme 3: Support and grow tourism and relatedindustries

This programme revolves around the following issues:

Existing business retention and expansion: engagement with largeexisting businesses will be undertaken in a targeted manner attwo levels in order to identify pro-actively measures to expanddomestic investment.Foreign investor support: a promotions strategy identifying bothtraditional and established markets with potential to grow foreigndirect investment will be developed to focus limited marketingresources. Additional strategy components will include sectorresearch, branding and intelligence, investment development andfacilitation, as well as policy advocacy elements.Undercapitalised investment development: a process will beestablished to package the provision of strategic land parcels inthe region (similar to the Johannesburg Development Agency, andin keeping with international best practice).Targeted incentive strategy: best practice analysis show thatfinancial incentives help to influence geographically desirablepatterns of investment into priority geographic zones. Incentivesdo not replace already competitive packages for investment, butare used as an added motivation where applicable.

Programme 4: Create an integrated procurementmanagement and monitoring system

Programme 5: Investment facilitation and promotion

The purpose of an integratedmanagement system for procurementis to open the tendering process to allsuppliers, regardless of the particularcommunication media that they mayhave access to. This system will serveto level the playing field for all suppliers.

Further, in order to give effect to Agenda21, as adopted by Council, environ-mental considerations are beingincluded as mandatory specificationsin all contracts (where appropriate).

This compels suppliers to followenvironmentally friendly and sustainablesupply, disposal and recycling methods.

The suppliers database is linked to theBusiness Support Unit programmes,so that if it is perceived that support forthe supplier in terms of skills, or otheraspects, is required, some appropriateintervention can be made.

Freight plan: As the City is atransportation hub and gateway toKwaZulu-Natal, a plan is being compiledto ensure the co-ordination andfacilitation of the movement of goodsby air, rail, road and sea. It includesassessment of network capacities anddelivery speeds, as well as informationsystems needed to link and monitorfreight movements.

Infrastructure for economic growthplan: Economic growth anddevelopment cannot flourish withoutthe necessary infrastructure to carry itforward. An extensive survey will bedone to identify gaps in service delivery,and to determine the capacity ofnetworks and strategic facilities in orderto eliminate possible bottlenecks andimpediments to future economicdevelopment.

Programme 6: Develop a logistics platform

The impact of the imminent hosting ofthe World Cup necessitates a focusedtourism/economic strategy specific tothis event, since it will have majore c o n o m i c i m p l i c a t i o n s . T h edevelopment of iconic buildings, suchas a new soccer stadium, will providea powerful catalyst for destinationcreation, leading to value creation andthus urban regeneration. The raising ofreal estate values will provide theopportunity to attract higher value uses(office, residential, retail, leisure) andg e n e r a t e n e w e m p l o y m e n topportunities.

Although the new stadium will be placedon an existing site in proximity to othertourism assets, the influx of tourists willhave a major impact on existingtransport services (especially publictransport) and it will require a hugeeffort to co-ordinate and upgrade theseservices to a level where they can meetheightened consumer expectations.

As it is expected that many of thetourists will be visiting eThekwini for thefirst time, an action plan will come intooperation to guide the tourism andbureau services function to ensurefavourable impressions and gain valuethrough the creation and projection ofplace.

Supporting this will be a plan to installnew and upgrade existing infrastructuresurrounding the project, by convertingan area from derelict low valuebrownf ie ld land to a v ibrantneighbourhood with linkages intosurrounding areas.

Programme 7: Drive the 2010 World Cup soccer eventfor eThekwini

The development of the King Shaka International Airport and DubeTrade Port, together with its proposed Free Trade Zone, is the mostimportant economic project for the region and is projected to providebetween 150 000 to 240 000 direct and indirect job opportunities forthe KwaZulu-Natal Province.

The key tasks involves the following:

A public-private partnership (PPP) approval by National Treasury in terms ofnational regulation.Design of a planning development framework and Land Use Plan, andidentification of phased bulk infrastructure requirements, government fundingand land contributions at national, provincial and local level.Business plan development for key developments.A marketing and communications strategy to local and international industry.

Further, a specific land-use strategy that includes Strategic EnvironmentalAssessment and Environmental Impact Assessments (EIAs), will be developedto ensure that environmental concerns have been properly addressed.

The development and operations of thePort of Durban and City are interrelatedat various levels. To date, port planningand city planning have been undertakenin isolation of one another. To achievea common vision for the sustainabledevelopment of the Port and City in thefuture, and to ensure their successfulco-existence, joint planning is essential.

Transnet has prepared a draftmasterplan for the Port of Durban. Theplan indicates future spatial port

development requirements to meet theobjectives of the National PortsAuthority. The eThekwini Municipalityhas also undertaken various planninginitiatives at a precinct level to achievethe Cityís objectives. These plans arein conflict with each other, and thereforethere is an agreement between bothparties to implement a joint planninginitiative using the current planning workundertaken in each organisation as abasis to formulate a joint plan for theCity and the Port.

Programme 8: City/Port Partnership

Programme 9: Dube Trade Port Implementation Strategy

The management of the informaleconomy, especially street trading, isa demanding task involving demarcationof trading areas, the issuing of permits,organising the traders into areacommittees that feed into a citywideforum, and the ongoing collection ofrentals. Coupled with this is thenecessary enforcement of regulationsand by-laws in conjunction with theMetro Police, as well as negotiationsand dispute resolution where theinterests of residents, traders and theformal economy come into conflict.

In order to provide a first step up forbudding entrepreneurs and traders, anumber of local incubator factories andstorage facilities have been set upwhere workshop space or storage isavailable at a minimal rental. Forentrepreneurs showing promise, thereis a selection process wherebyenterprises can advance to theentrepreneurial support centre, andwhere additional facilities are available,including training and support.

These programmes are directed at the informal economy and smaller enterprisesto provide a way for these businesses to grow and prosper, provide a way for thesmall trader or craftsmen to legitimise their activities and move up the laddertowards becoming a large trading enterprise, provide employment for manypeople, and enable businesses to compete on a global level.

Strategic Focus AreaProvide secondary support to business enterprise

ìIn order to provide a first stepup for budding entrepreneursand traders, a number of localincubator factories and storagefacilities have been set up.î

Programme 10: Managing informal trade

The Business Development SupportProgramme is aimed at transferring thebasic skills of business managementto promising entrepreneurs. SMMEsare specifically targeted and their needsidentified in order to provide appropriatesupport in fields such as standardisationand/or certification of the product, aswell as the productivity changesnecessary to ensure that a reliableproduct stream is established, especiallywith regards to the str ingentrequirements that are posed by theexport market. There is also support infields such as pricing and labourmanagement, with solid linkages to therelevant SETAs.A great deal of emphasis will be placedon the Youth EntrepreneurshipProgramme, again with strong linkages

to the SETAs that provide manyreferrals from their training programmes.

In the case of women as a vulnerablegroup, the main empowerment vehiclewill be that of information sharing, viaworkshops, seminars and conferences,making certain that knowledge of theirrights and roles in business is welldisseminated. In the case of thephysically challenged, a moreindividualised approach will be followed,based on referrals from NGOs, SETAsand various interest groups. Assistanceis provided in many ways, inter alia,preferential procurement and theestablishment of joint ventures.

Programme 11: Promote and s t imula teentrepreneurship

ìThe city is committed to making certainthat women have knowledge of their rights

and roles in businessî

STRATEGICFOCUS AREA PROGRAMMES PROJECTS

Support and grow newand existing businesses

Develop an economic development strategy for the city

Timeous provision of economic information

Automotive industry

Chemicals

Indigenous medicine

Creative industries

Clothing and textiles

Maritime sector

Coastal tourism

Eco-tourism

Cultural and heritage tourism

Sports tourism

e-procurement

Business support for Councilís suppliers and contractors

Supplier management

ICT

Agriculture and agri-processing

Renewable energies

Wood pulp and paper

Business tourism

Events tourism

Tourism branding

Customer care

Eco-procurement

Development of broad based BEE sector incentives

1. Adopt a strategiceconomic developmentplan for the city

3. Support and growtourism related industries

4. Create an integratedprocurementmanagement andmonitoring system

2. Stimulate key sectorsthat promote economicgrowth and create jobs

Project Matrix

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

321.130 540.691 637.407Economic Developmentand Job Creation

STRATEGICFOCUS AREA PROGRAMMES PROJECTS

Create a business friendly environment

Land use control and business development in R293 townships

Infrastructure for economic growth

Economic and tourism strategy for 2010

Investment facilitation and promotion

Freight plan for the city

Existing business retention and expansion strategy

Foreign investment support

Targeted incentive strategy

Public transport plan

Tourism bureau services action plan

Infrastructure plan

Operational plan

Facilitate in the development of bulk infrastructure

Participate in the addressing of environmental challenges andplanning issues

Develop and implement a city plan for the port consistent withthe plans of the port authorities

Arts and craftsProvide secondarysupport to businessenterprises Clothing

Manage markets

Business development

Business to business linkages

Vulnerable groups

Internal business processes


5. Investment facilitationand promotion

6. Develop a logisticsplatform

7. Drive the 2010 WorldCup soccer event foreThekwini

8. Dube Trade Point

9. City/Port partnership

10. Manage informaltrade

11. Promote and stimulateentrepreneurship

Providing a quality living environmentfor citizens is a core mandate of theMunicipality. Although substantialprogress in extending basic serviceshas been made, the key developmentchallenge of addressing service deliverybacklogs within our City remains. Basicservices alone do not make for a qualityliving environment ñ the sustainableprovision of community facilities andservices is equally important for ourneighbourhoods to become total livingenvironments.

A key element of this strategy is toensure that houses are built closer toexisting infrastructure enabling peopleto live, play and work in their ownlocalities within the Municipality, whichwill improve accessibility and reduceurban sprawl.

The maintenance of built infrastructureforms an important part of protectingthe investment made in our City. Aprogrammed response to maintainingour Cityís infrastructure will serve toreduce costs in the longer term byreplacing neglected infrastructure. Thiswill enable the citizens of eThekwini toimprove not only their quality of life, butalso result in a safer and healthierenvironment, thereby ensuring a moresecure and productive community. So,

maintenance becomes as important acity focus as delivery of services andfacilities. Innovative strategies and theapproach of transforming formerlyunkempt, diminishing, litter-strewn areasinto cleaner and attractive suburbs, hasbeen adopted by the Municipality aspart of the ìCleaning and Greeningîconcept.

2.3

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To ensure that all households have access to equitable andappropriate levels of household and community facilities andservices, and to facilitate access to home ownership.

Fully serviced, well maintained, quality living environments.

Desired Outcome

Goal

Why this plan?

Fundamentally, the delivery strategyadopted by the City is concerned withthe concrete realisation of housingoppor tun i t ies and assoc ia tedinfrastructure to meet a variety ofhousing sub-markets within theMunicipal area. For these reasons thehousing delivery programme is adopted

to ensure that all who live in the cityare adequately accommodated. Thishousing programme makes provisionfor associated services such as water,electricity, roads, stormwater, sanitation,leisure and road naming to be deliveredin an integrated manner.

The Municipality strives to operate in amanner which is cost effective, efficientand participative in the administrationand maintenance of existing housingand hostel stock, and to gear its capacityto facilitate access to home ownership.The Social Housing Strategy is part ofa solution to reduce the current housing

backlog while achieving other urbanrestructuring and economic generationobjectives. The aim is to have fullyserviced, well maintained, quality livingenvironments to meet the needs of thecitizens of eThekwini.

In order to meet the basic needs of all citizens, the Municipality is developing and extendingits services to residents without access to basic services and facilities. This includesmaximising the use and maintenance of existing infrastructure networks. The anchor forthis approach will be a strategic plan for multi-functional social, cultural and recreationalservices and facilities.

Programme 1: Rental housing strategy

Programme 2: New housing development

Strategic Focus AreaMeet service needs and address backlogs

The City is preparing an infrastructuredevelopment policy and a bulk platforminfrastructure plan to meet its socialand economic development needs .Economic development in particularrequires the provision of a reliable low-

risk set of municipal services uponwhich investors can confidently buildtheir businesses. The plan will alsoprovide for the environmentally sensitiveseparation of recyclable materials inthe City's solid waste stream.

The City is working to meet the backlogsin service delivery by developing andimplementing a backlogs strategy withdue consideration of the possible impactof higher standards on the City's publichousing delivery programme. Thisstrategy will establish new city-wideservice and infrastructure deliverystandards.

Services that are to be targeted includewater, electricity, solid waste, sanitation,roads, and the programme for thegreening of the City through plantingof street trees and landscaping in keyareas. Special attention is to be givento the project to provide streetaddresses to all houses in eThekwini.

Programme 3: Address service backlogs

I t is intended to establ ish aninfrastructure asset managementsystem that will assist with thedevelopment of an infrastructure

maintenance pol icy, inc ludingmaintenance, refurbishment andreplacement of strategic assets toensure their longevity and sustainability.

Programme 4: Infrastructure asset management

Programme 5: Infrastructure development

Developing a sustainable public realm,urban design and streetscape strategyis planned, including a design guidethat has economic and social benefitsas well as the environmental benefitsthat protect the natural environment.

A number of greening projects ñ rangingfrom nodal street landscaping, urban

renewal upgrading, people mover stopsand heritage trails ñ are planned andwill be implemented throughout the Cityand rural ABM nodal developments.The sustainable development of a publicrealm maintenance strategy willfurthermore enhance a more productiveenvironment, reducing the maintenancecost to local government.

This programme is to develop andimplement a policy on the sustainablesupply of community facilities usingaccess modeling and the projectsassessment matrix. A policy for themulti-use of facilities by identifying andevaluating options, and a policy for

sustainable management of facilitiesincluding community participation infacilities management, are to beundertaken.

Programme 6: Sustainable supply of communityfacilities

Programme 7: Sustainable public spaces

Improved quality of life for eThekwini citizens means that they are able to enjoy andbenefit from equitable opportunities to participate in culture, leisure and education,such as are available through social and recreational facilities. Ensuring full serviceprovision of community facilities needs to be closely guided by service standards,and requires necessary operating funds to sustain these facilities on a day to daybasis. Proactive provision of community facilities and services is to be underpinnedby standards as outlined in the LUMS System. The principles of sustainability, equity,exposure, reinforcement, sharing, multi-functionality, innovation and association,as well as accommodating both homogeneity (groups within our city with specificnorms and practices) and heterogeneity (for a great diversity of people within ourcity) will be applied.

Innovative service delivery models which meet community needs more effectively,and address community service backlogs, will be facilitated through the developmentof strategic partnerships with government, private and community-based organisationsinvolved in the provision of social services.

Strategic Focus AreaMeet community service backlogs

Programme 8: Implement an effective publictransport system

The overall goal for transport ineThekwini is to implement an effective,efficient, sustainable, safe and securepublic transport plan to promote publictransport over private transport and todevelop a public transport system withservices which are customer-focusedand needs-driven in both urban andrural areas.

The eThekwini Transport Authority hasprepared the first Integrated TransportPlan covering the next five years. Theplan sets out key projects which will betargeted as resources are madeavailable.

The programme of building publictransport ranks will continue and anumber of transport mode interchanges

are being assessed for upgrades. TheWarwick Avenue transport node is beingreplanned and the new design will focuson consolidating and reorganisingservices and ranks to improve safetyand efficiency.The inner city CBD public transportservices are being reviewed to ensuresustainability over the long term. Majorinvestment into the rail system hascommenced and the new train sets willimprove the quality of commuter trainservices.

Other strategies that support thedevelopment and performance of aneffective and sustainable transportsystem are focussed around the HighPriority Public Transport Network(HPPTN) which are:

Protecting existing employment opportunities.Maintaining the quality of high value investment, office, retail, residential andtourist areas.Discouraging the development of major employment opportunities outsidethe HPPTN area.Stimulating higher employment and residential densities.Renewing areas around major stations and modal interchanges as highdensity residential, office and retail uses.Steering public sector investment (schools, clinics, hospitals and policestations) towards nodes on the HPPTN.

Project Matrix

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Meet infrastructure andservice needs andaddress backlogs

Hostel management

Rental stock rationalisation strategy

Social housing strategy

Financing programme

Greenfields projects/creation of new residential areas

Generate service and infrastructure standards

Develop and implement a backlogs strategy

Develop and adopt a maintenance policy

Infrastructure development policy and model

Develop and implement a policy on the supply of communityfacilities

Develop a policy for the multi-use of facilities

Develop a policy for sustainable management of facilities

CBD circulatory system

Modal interchange rollout

Facilitate rail improvements

Financing programme

Upgrading informal settlements and relocations

1. Rental HousingStrategy

5. Sustainable supply ofcommunity facilities

Street addressing and naming backlogs

Establish an asset management system

Finalise People Mover

2. New integrated housingdevelopment

3. Address servicebacklogs

4. Infrastructure assetmanagement

Meet community servicesbacklogs

6. Sustainable publicspaces

Develop a public realm urban design and streetscape strategy

Develop a public realm maintenance strategy

7. Implement an effectivepublic transport plan forthe city

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2,028.058 2,080.753 2,193.588Quality Living Environments


Crime in South Africa is at a critically high level and the Municipalityís research indicatesthat crime is the number one issue in all communities in the City. Citizens and businessesfeel under threat of crime against their persons and property, which is stressful for peopleand a risk for business, and in both respects it is an obstacle to development. Very largeresources are diverted to private and public efforts at crime prevention and insurance thatmight otherwise be usefully employed in development of the economy.

The Municipality intends that people and businesses should feel that eThekwini is a safeplace to live and that they are not significantly exposed to violence, assault or robbery.Then, the prevailing culture of defensive walking and driving, guarding goods, and barringand locking access will fall away.

The safety, health and security ofcitizens is critical to quality of life. TheConstitution asserts the rights of allcitizens to be safe, healthy and secure,and government, at all levels, is requiredto guarantee these rights.

The Municipality has committed itselfto creating a caring city, with all citizens,businesses and visitors feeling safe,and sure that their health and securityneeds are being met.

This plan seeks to highlight the keychallenges we face in creating a safe,healthy and secure City, and ourintentions for progressively achievingthis goal.

Partnerships ñ with citizens, non-governmental organisations, otherspheres of governance and otherstakeholders ñ will be critical toachieving our goal. This is especiallytrue in cases where the provision of aneeded service is, by law, assigned toanother level of government.

The plan is presented in four sectionsoutlining four strategic focus areas,covering strategies to address thesafety, health and security of citizens,and the safety of municipal assets.

2.4

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To promote and create a safe, healthy and secure environment.

All citizens living in a safe, healthy and secure environment.

Desired Outcome

Goal

Why this plan?

Strategic Focus AreaPromoting the safety of citizens

Addressing the problem requires a multi-faceted approach, and on-going researchinto the problem and solutions. The Municipalityís strategy for addressing crime isdescribed below in three programmes: effective policing, social crime preventionand designing for safety.

While crime is the number one concern, there are other significant aspects of citizensafety. These include the need for citizens:

To feel safe while travelling, as drivers, pedestrians, and passengers.To be safe from fires.To be safe from disasters, and their effects.To be safe in the buildings in which citizens live, work and play.To be safe while using our beaches and public pools.

The Municipality has developed programmes to address the causes and effects ofthese threats to a safe environment for citizens.

A key strategy is the fostering of co-operative relationships between theSouth African Police Services (SAPS),Metro Police, South African NationalDefence Force and the community, toensure that all parties work together todeal with crime and injustice within theCity.

Municipal by-laws have been evaluatedto maximise the impact of Metro Policeon safety and security issues througha highly visible and effective policingservice.

The Municipal i ty supports thedevelopment of cohesive functioningand well linked communities where socialpressures work to limit the acceptabilityof criminal activity and increase co-operation with policing. This programmealso drives general community educationon crime prevention, and partnershipsbetween police and community-basedorganisations in order to increasecommunity involvement in crimereduction.

Measures have been put in place topromote and ensure security consciousenvironmental design by developersand Council departments as animportant way to limit opportunities forcriminal activity. Surveillance of publicareas, by local residents and workers,and by closed circuit television (CCTV),increases the risk to criminals of beingobserved and caught, and this reducescrime. Physical design of barriers tomovement can also limit crime byreducing access and escape routes.Other measures include clearing bush,overgrown verges and any other placewhere criminals can shelter.

Programme 1: Safe from crime: effective policing

This programme sets out what needsto be done to create safer streets fordrivers, passengers and pedestrians,and to reduce casualties. This includeschanging street layouts, improving lawenforcement, and implementingeducation and training campaigns tochange road user behaviour.

The primary objective of the road andsafety programme is to develop a clear

and implementable road safetyprogramme for all road users. Theprogramme will include developmente n g i n e e r i n g , e d u c a t i o n a n denforcement plans, and strategies forhigh frequency accident locations. Inimproving traffic management, theMunicipality will expand, upgrade andimprove management of the CCTVnetwork to ensure that there is amechanism to trace incidents.

Uncontrolled fire has a serious impacton the lives of all communities. Citizens,businesses, and public infrastructureare all affected by incidents of fire. Lossof families and friends, the destructionof uninsured property and personalpossessions are difficult, if notimpossible, to quantify. People living inhigh density informal settlements,without personal insurance, areparticularly vulnerable to the effects ofuncontrolled fire.

Through effective fire and emergencyservices, we aim to ensure that allcommunit ies have a sense ofconfidence that the City recognises itsduty of care, and is able to provide anacceptable level of safety.

Our plans to achieve this result includeprevention and response. Efforts toprevent fires include communityeducation and awareness, providingappropriate technical advice on firesafety measures to people in thebuilding and construction industry,developing and enforcing fire safety

regulations, and researching andpublishing relevant data. To reduce theimpact of fires when they do occur, wetrain and empower communitymembers and ensure that municipalstaff are well-trained and prepared torespond quickly to fires. We also workwith other agencies whose work helpsto prevent fires, and increase responsetimes, for example, roads, road naming,house numbering, water, street lighting,and telecommunications.

The Municipality is concerned aboutthe human suffering and economic lossthat result from disasters and is anxiousto prevent disasters whenever possible,and to reduce the impact on the livesof citizens when disasters do occur.

Our response is guided by a threephase approach: preventing disasterswhere possible, responding to disasterswhen they occur, and assistingcommunities to recover from the effectsof the disaster.

Programme 3: Safe from fire, emergencies anddisasters

Programme 2: Safe while travelling: road andpedestrian safety

We work to prevent disasters by firstdeveloping risk and vulnerability profiles.Once we know our vulnerabilities, weare able to develop effective preventionplans and programmes.

We also have preparedness trainingprogrammes. Training communities tounderstand risks and how to respondto disasters serves a prevention andresponse function. Training municipalofficials in effective disaster responseis critical to ensuring that they are ableto respond quickly and effectively todisasters when they do happen.

Following a disaster, communities maycontinue to be affected by physicaldamage and loss of property causedby the disaster. The Municipality is

developing i ts disaster rel ief ,rehabilitation, and reconstructionprogrammes to diminish this impact onpeople's lives.

The Municipality takes measures toensure that the public are safe in anybuilding. Within any building there existsthe possibility of the building collapsingor suffering from other hazards suchas dangerous electrical wiring, rustedand weak handrailings, and faulty liftsand hoists. The building inspectorateensure that no unsafe building isconstructed and they will monitor unsafeconditions in existing buildings. Thesafety of existing lifts and escalators ismonitored by national governmentísfactory inspectors.

Programme 4: Promoting the safety of municipalassets

The enormous quantity of data storedon the extensive municipal computerinfrastructure is a valuable asset thatis potentially easily lost through poormanagement of the infrastructure. Thisdata must be always kept available foruse, yet at the same time protectedf rom acc identa l or mal ic iousmodification or destruction. The

municipal information systems staffensure that the data is well protectedfrom malicious damage by externalagents, and that it is safely stored andregularly backed up for retrieval in caseof data loss. The same staff also ensurethat the requirements of the NationalArchives Act are met.

The City protects its citizens and visitorsfrom drowning, from shark attack whensea bathing, and from minor accidentsand injuries while enjoying City beachesand pools. The City also promotes watersafety programmes, and teaching

swimming to previously disadvantagedpeople. Control of shark attacks isundertaken by the independent SharksBoard in l iaison with the City.

Programme 5: Safe while using beaches and publicpools

The Municipality, in accordance with the National Department of Health, embracesthe World Health Organisationís definition of health as ìa state of complete physical,mental and social well-being, and not merely the absence of disease or infirmityî.This wide-ranging definition requires a multi-faceted strategy. In addition, differentcommunities need different services to ensure continued and improved well-being,so the Municipalityís strategies must address diverse and wide-ranging communityneeds. Not all communities are the same, and priorities for health services differ.

To achieve our goal, it is essential that we work in partnership with other public andprivate health service providers, stakeholders, and communities. This reflects thePrimary Health Care approach which is the national model for service deliverywithin the District Health System.

We have identified four critical areas of work to achieve our goal. These are:Ensuring that communities have access to a package of clinical health services.Protecting individuals from communicable diseases, especially Tuberculosisand HIV, and providing care to those who are infected and affected by disease.Protecting communities from environmental health hazards.Promoting social and individual wellbeing, with a special emphasis on vulnerablegroups.

We are guided by the Constitutional and legal framework for the provision of healthservices. In 2004, the National Health Act defined the services we must providedirectly as primarily environmental health services. For services we do not directlyprovide, we will focus on developing partnerships and service level agreements toensure affordable and accessible services. We will continue to provide the serviceswe currently offer, until an effective service agreement is in place with the Province,or other service providers.

Strategic Focus AreaPromoting the health of communities

In dealing with the increasing numberand complexities of disease thatthreaten the health of its citizens, theMunicipality has adopted a strategy tostrengthen and develop a health serviceparticularly in under-serviced areas. Illhealth has a significant impact on social,economic and industrial development.

Clinical health services provide bothpreventive and curative services tocommunities. For these services to

benefit all citizens, they need to beaffordable and accessible. This firstlevel of service must also be integratedwith other, more specialised, areas ofpublic health care.

This is done in conjunction with theProvincial health service and NGOpartners. The links with the traditionaland complementary health sectors arealso a key area of focus.

The a la rming ra te a t wh ichcommunicable diseases, including TBand HIV, are infecting and affecting ourcitizens has prompted the Municipalityto develop strategic initiatives andinterventions to address these issues.

The impact of communicable diseaseshas multiple effects including thesuffering of affected citizens and theirfamilies, the erosion of family structures,the impact on the economy, and thehuge demands placed on health andsocial services.

Given the magnitude of the challenges,we will develop and strengthen ourpartnerships with other spheres ofgovernment, communities, NGOs andthe private sector. In particular, we willwork wi th the KwaZulu-Nata l

Department of Health to implementNational Governmentís TB, HIV andAIDS health care plans.

In an effort to promote care, acceptanceand protection of human rights, we arecommitted to supporting communityinitiatives, and to improving access ofpeople infected and affected by HIVand AIDS to appropriate therapy andsupport, as part of an effectivepreventative programme and affordablepackage for treatment.

Programme 6: Promoting access to Clinical HealthServices

Programme 7: Protecting communities fromcommunicable diseases

The focus of this programme is toensure that communities have accessto social development programmesthat lead to healthy lifestyles. The focusis particularly on vulnerable groups.

This programme includes theimplementation and promotion of food

security, community health worker(CHW) programmes, public healthcampaigns and programmespromoting the health of vulnerablegroups. These programmes will beimplemented in partnership with otherspheres of government and civilsociety.

We aim to ensure that the living, workingand recreational environments of ourcitizens promote healthy citizens andcommunities. This requires a full rangeof environmental services, includingmonitoring the quality of the air webreathe and the water we drink. Itincludes monitoring and controlling thehygien conditions of buildings,especially where food is prepared;controlling pests, like rats, that carrydisease; and providing appropriate andaffordable burial and cremationservices.

Of particular concern are communitiesliving in close proximity to hazardousindustries, and informal settlementsaffected by inadequate levels ofsanitation and clean water supply.

Our challenge is to ensure that all areasand communities receive an appropriatepackage of environmental healthservices. It is important for theMunicipality to ensure that the basichealthcare needs of poorer communitiesare addressed.

Programme 9: Promoting social developmentprogrammes

Programme 8: Protecting communities fromenvironmental health hazards

ìSocial developmentprogrammes withincommunities lead tohealthier lifetyles.î

Given South Africaís legacy of unevendevelopment, large numbers of thepopulation are still trapped in cycles ofpoverty. The Quality of Life surveys revealthat Durban is not an exception, as mostresidents raised concerns about jobcreation and economic growth as wellas the inability of many citizens to acquirethe bare essentials needed to live adignified life.

An estimated 44% of households livingin the eThekwini municipal area earnless than R1 500 per month. It is crucialthat our Municipality takes action toreduce indigence so that a sustainabledevelopment growth path can berealised. For eThekwini, being a caringcity means taking care of the poorestfamilies by providing them with accessto housing, water, electricity, rates rebatesand improving food security programmes.There are a range of ways in which

marginalised or vulnerable groups mayexperience exploitation. The Municipalityhas a role in ensuring that vulnerablegroups are protected from exploitation.Firstly, this requires developing anunderstanding of who is vulnerable, andin what ways, and working with roleplayers to minimise these risks.

Many vulnerable groups are preventedfrom participating fully in society andeconomy due to prejudice, and otherbarriers to entry. The Municipality iscommitted to working with role playersto reduce the risk of specific groups beingmarginalised. In some cases, groups aresystematically excluded from participationin the life of the City ñ either economicallyor socially. The Municipality is committedto working with role players to identifywhere and how unjust discriminationtakes place in eThekwini, and toaddressing it.

Programme 10: Promote security from adversity

Providing for the social security of ourcitizens is part of creating a caring andliveable city and requires identifyingcitizens who are particularly vulnerableand marginalised. Certain groups riskgreater exposure to vulnerability:women are more vulnerable than men;poor people are more vulnerable thanthe better off; adolescents are morevulnerable than adults; and young girlsare more vulnerable than young boys.Special risk groups include migrantsand refugees, especially those uprootedby conflict, and street children.Responding to the interests and specificneeds of these groups requires a co-ordinated and integrated approach fromall role players.

We have adopted a principle of care,acceptance and protection of humanrights by putting an emphasis onprotective social and cultural valuesand practices, with a particular focuson street children and child-headedhouseholds.

Community outreach, support,in format ion and developmentprogrammes will contribute to theeducat ion, empowerment andincreased security of citizens andcommunities. The municipal strategyaims to ensure that vulnerable andindigent citizens feel secure frompoverty, exploitation, marginalisationand discrimination.

Strategic Focus AreaPromoting the security of citizens

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Promote safety of citizens Safe from crime: social crime prevention

Safe from crime: designing for safety

Introducing traffic calming measures on school routes

Safe from disasters

Safe buildings

Promote security from exploitation

Promote security from being marginalised

Promote security from poverty

Eliminate/reduce high frequency accident locations usinginfrastructural improvements

Eliminate hazardous locations by conducting road safety auditson a regular basis and implementing remedial measures

1. Safe from crime:effective policing

4. Promoting the safety ofmunicipal assets

9. Promote socialdevelopmentprogrammes.

2. Safe while travelling:road and pedestriansafety

3. Safe from fire,emergencies anddisasters

Promoting the health ofcommunities

5. Safe while usingbeaches and pools

6. Promote accesstoclinical health facilities

7. Protect communitiesfrom communicablediseases

8. Protect communitiesfrom environmental healthhazards

Promote the security ofcitizens

10. Promote security fromadversity

Project Matrix

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

62.460 69.000 59.750

Safe, Healthy and SecureEnvironment


Citizen empowerment demands anincrease of consciousness withincommunities about their role ineconomic development and jobcreation. This cityís greatest asset is itspeople. Not enough has been done toprotect and harness the capabilitiesand energies of the Cityís people. It isof concern that 16% of all adults arefunctionally illiterate, only 38% of theadult population have matriculated, andonly 8% have tertiary qualifications.The map of persons over 20 years withMatric or higher qualifications showsthat there is a spatial inequality ineducational attainment ñ the well-developed core of the City has a higherlevel of education while the townshipsand rural areas have lower levels. Anholistic and integrated approachtowards invest ing in c i t izensídevelopment has been adopted by theMunicipality through communityoutreach and the development ofprogrammes and information thatcont r ibu te to the educat ion ,empowerment and well-being ofcitizens.

eThekwini is positioning itself as a Smartand Learning City in order to cope withcurrent and future challenges. TheSmart City concept aims to bridge thedigital divide in eThekwini and to make

the City a hub of information diffusion,as well as a centre for economic growthand integration. The Learning Cityapproach has two aspects: firstly theMunicipality should be a competent,efficient and a learning institution, andsecondly, on a broader level, all externalstakeholders should have access tolearning opportunities.

eThekwini Municipalityís infrastructureand ability to provide training for otherlocal authorities, particularly those inAfrica, were identified by the UnitedNations Institute for Training andResearch (UNITAR). Hence, eThekwiniMunicipality, in partnership with theUniversity of KwaZulu-Natal, the DurbanInstitute of Technology, MangosuthuTechnikon, the Durban Chamber ofCommerce and Industry, and UNITAR,established CIFAL Durban. CIFALDurban is part of a global trainingnetwork, and its role is to facilitateadministrative and technical capacitybuilding for sustainable developmentand access to basic services such aswater, sanitation, waste management,transportation, energy, public health,and information and communicationtechnologies.

2.5

Pla

n Fi

ve e

mpo

wer

ing

our c

itize

ns To enable all our citizens to achieve their full potential.To become a centre of learning and to provide training for otherlocal authorities.

Well-developed citizens.A learning and training city.

Desired Outcome

Goal

Why this plan?

Strategic Focus AreaDevelop human capital

page 62

This programme is externally focusedas the Municipality is developing andimplementing a strategy that seeks firstto highlight skills needs within the

economy and then partnering withservice providers to fill this skills gap.

Programme 1: Address the skills gap in the economy

Rather than viewing young people asproblematic, eThekwini Municipalitysees them as assets, as resources thatneed access to opportunities to enablethem to learn and mature. With thisunderstanding, initiatives like Siyayalearnerships have been established toprovide graduates with one-year workexperience to enable them to securejobs in their respective careers.

Different approaches will be followedon a sectoral basis, as some industriesare in decline, such as textile andclothing, while others need to benurtured, as is the case with the filmindustry, which has great potential butat present has a very limited marketpenetration.

Programme 2: Improve employability of citizens

Given the shortage of specialised skillsin some of the Municipalityís crucialdevelopment areas, there has been adrive to up-skilling employees, in orderto increase their contributions to thedelivery of services. The skills

development programme is an initiativethat enables staff to function as part ofa chain of interdependent processesdelivering one output to customersthrough training and development.

Programme 3: Raise skills levels of employees

The Municipality has committed itself to enhancing skills development and overcomingthe existing skills gap. Co-ordinated efforts and partnership initiatives with service providershave been adopted to ensure that community outreach, information and developmentprogrammes contribute to the education of citizens.

Strategic Focus AreaDevelop the city into a smart city

In order to cope with current and future challenges, the Municipality is committed to Durbanbecoming a Smart City, in which the Municipality is a competent, efficient and learninginstitution which supports the provision of learning opportunities for external stakeholders.The Smart City concept aims to bridge the digital divide in eThekwini and to become ahub of information diffusion, as well as a centre for economic growth and integration.

page 63

Bridging the digital divide will reducethe gap between those who haveaccess to In fo rma t ion andCommunication Technology, and thosewho do not have access for socio-economic or infrastructure reasons.

Bridging the divide is important as itcan reduce existing inequalities, whichare often based on geographiclocation, age, gender, culture andeconomic status.

A steering committee of internal andexternal stakeholders has beenestablished, and their needs andobjectives have been determined.Research on other ëlearning citiesísuch as Dublin, Ireland and Jaipur,India has been completed and isinforming a two pronged model of a

learning city: firstly a learningmunicipality, and secondly, a citywhere all stakeholders have learningopportunities. The model is to be pilottested and evaluated before beingrolled out on a larger scale.

Programme 4: Create and implement a learning citystrategy

CIFAL Durban was officially launchedon 4 October 2004. Topics to becovered during training sessions relateto sustainable development, andinclude water and sanitat ion

management, environmental issues,information and communicationtechnology, and human, social andeconomic development.

Programme 5: Develop and implement a strategy toposition the city as a centre of learning

Programme 6: Bridging the digital divide

Project Matrix

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Produce a research document highlighting the skills needs withinspecific sectors in the formal economy

Undertake skills audits in ABM areas

Develop and implement strategies to address the identified skillsgaps

Facilitate the implementation of ABET & basic business skillsprogrammes for SMMEs

Develop policy for cooperative education programmes

Facilitate the support of the provision of mathematics and sciencein Ethekwini Municipal Area schools

Develop a competencies matrix for the Municipality

Develop a recognition of prior learning policy

Compile an annual workplace skills plan

Implement the workplace skills plan

Implement management development programmes

Investigate central repository for Learning City data

Undertake a pilot programme to test the Learning City model

Implement learnerships programmes

1. Address the skills gapin the economy

Develop a process document in respect of becoming alearning organisation

Develop a Learning City model

2. Improve employabilityof targeted citizen groups

3. Raise the skills level ofemployees

4. Create and implementa learning city strategy

Design a Municipal induction programme

Plan and implement CIFAL Durban

5. Develop and implementa strategy to position thecity as a centre of learning

6. Bridge the digital divide

Implement a mechanism to drive the bridging OF the digital divide

Investigate options for the use of low cost multi-media devices

Install the city wide network infrastructure to provide citizen accessto information technology

Develop human capital

Develop the cityinto a Smart City

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)Empowering Citizens

no capital projects


This plan is intended to grow, stimulateand harness the enthusiasm and talentsof eThekwiniís citizens. Amongst ourapproximately three million citizens,there is enormous potential: potentialfor success in the fields of sports, artsand culture; potential for individualgrowth; as well as for experiencing andembracing cultural diversity.

By stimulating sports, arts and culture,and the heritage of the City and itscitizens, there is growth both forindividuals and communities. There isalso major potential for incomeopportunities in these fields. An enrichedcity and community of people, asenvisaged in our Vision will inspireothers and attract visitors.

2.6

Pla

n S

ix ce

lebr

atin

g ou

r cul

tura

l div

ersi

ty

Create the conditions under which sports, arts and culture, andheritage opportunities can be realised for personal growth,community solidarity and economic advantage.

An environment that supports our sports, arts and culture, heritage,and cultural diversity.

Desired Outcome

Goal

Why this plan?

Strategic Focus AreaPromote sport and recreation within the City

page 67

The primary objective of this programmeis to get more people involved in sportand recreation, thereby maintaining ourCi ty ís p layground status andcontributing to healthy lifestyles andstress release. The Municipality iscommitted to all sports codes that thepeople of eThekwini can participate inand enjoy. A variety of projects areaimed at wellness, teaching sport andgeneral fitness (water safety, keep fit,sport in the park) for individuals andcommunities. eThekwiniís talentedsports people are encouraged throughspecial programmes for youngchampions, as well as competitive

functions such as the eThekwiniGames. Encouraging women in sportand offering a disabilities sportprogramme, as well as a senior citizensísports day, are planned as part of theCityís calendar. A key element of thisprogramme will be to undertake asporting codes talent identification sothat the potential of gifted sports peoplecan be developed.

The Municipalityís plan for sport is founded on the principle of increasing participationin sport and physical activity as a way of engaging people to keep them healthyand involved in using City sporting facilities. The Municipality will ensure that itdevelops and enhances many sporting codes so that the City will continue to beSouth Africaís playground, and talented sports people and people involved in sportsdevelopment will be able to earn a living from their sports-related activities.

The primary objective of this programmeis to promote the use of sport as ameans of generating income byencouraging our citizens, especially theyouth, to take part in sports in an effortto reduce crime and ensure healthyand competitive citizens. The startingpoint is a project to design and

implement a ësports cityí strategy thatwill underpin a variety of projects tomaximise job opportunities in the sportssector.

Programme 1: Create initiatives to promote sportingcommunities

Programme 2: Promote and develop the economy of sport and recreation

Strategic Focus AreaCreate economic opportunities for arts, culture and heritage

page 68

Strategies and projects within thisprogramme are aimed at promoting andproviding opportunities for artists in alldisciplines to develop their art. TheMunicipality also recognises that thereneed to be complementary activities topromote an environment that nurturesand develops an awareness of arts andculture as this will develop a demandfor the artistsí work.

Projects have been formulated fordeveloping artists (including those withdisabilities) as entrepreneurs, andproviding gallery space, exhibitionopportunities and commercial channelsfor their work.

Local cultural industries and townshiptechnology are also promoted, withholiday programmes that generateeducational and cultural experiencesfor the public, and income for localartists and cultural workers.

Cultural diversity is celebrated throughevents on special days of cultural andheritage significance; a key project isthe Living Heritage and Traditionsprogrammes.

Heritage preservation is recognisedthroughout the world as a fundamentalcomponent of a liveable city ñ anessential element that provides peoplewith a feeling of security and a senseof belonging in the place where theylive. The City has a diverse heritage,and conservation and promotion of itthrough local history projects and newopportunities for gallery space, as wellas museums reflecting transformationand historical revisionism, is enrichingfor citizens as well as being an income-generator for the City.

This strategic focus area envisages growth in the economy through the developmentof economic opportunities in arts, culture and heritage. Commitment to thedevelopment of arts and culture means that the Municipality will undertake a rangeof responsibilities including the operation and administration of several museums,historic sites, performing and visual arts centres, financial support for culturalactivity and artists, encouraging public art projects in both private and publicdevelopments, and assisting a wide range of community arts organisations inaccessing and sharing municipal services and facilities. Economic opportunitiesexist where heritage is conserved and enjoyed by citizens and other visitors.Further, an appreciation of cultural diversity will emerge from heritage activities,and this will also enrich eThekwiniís own citizens as well as touristsí experiences.

Programme 3: Promote an economic environmentfor arts, heritage and culture

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Promote sport andrecreation within the City

Develop and implement a strategy to increase the level of sportingactivity in communities

Code talent identification across the sports codes

6 new programmes in all wards

16 sporting events to be organised

Design and implement the Sports City strategy

1 programme to be developed with Strategic Projects

Develop a strategy to promote/provide economic opportunitiesfor sportspeople

Develop the capacity of artists and organisations to operatebusinesses

Create commercial channels for artists

Offer opportunities in museums and galleries for local history andcultural diversity

Develop a strategy to encourage cultural facilities and generateeconomic activity with heritage initiatives

Create a co-operative networking forum

Promote cultural expressions and industries

Support and create sporting events that promote communityinvolvement in sport

Maximise job opportunities in the sports sector

eThekwini Living Heritage and Traditions programme

1. Create initiatives topromote sport incommunities

2. Promote and developthe economy of sport andrecreation

3. Promote an economicenvironment for arts,heritage and culture

Holiday programmes that educate and provide economicopportunities

Promote exhibition opportunities

Create economicopportunities for arts,culture and heritage

Project Matrix

Celebrating our CulturalDiversity

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

3.200 4.200 5.289


Governance encompasses the state,but transcends it by including the privatesector and civil society organisations.Good governance is, among otherthings, participatory, transparent,democratic and accountable, and thecreation of tools and enablers to ensurethat it is practised city-wide is focusedin this plan.

At the outset, it is also important to notethat the Good Governance Plan, dueto the all-encompassing developmentallocal government imperative, must beseen as a plan that permeates each ofthe other seven plans. More importantly,whilst the responsibility for overallprogramme co-ord inat ion andmanagement rests with the Deputy CityManager of the Governance Cluster,every other plan owner, programmedriver and project manager mustinterrogate what good governance isfor their respective plans.

In responding to the ìequal anddemocraticî filter and the ìcaring cityîfilter, the Good Governance Planís firststrategic focus area is constructed

around accessibility of eThekwiniíscitizens to the Municipality in order toensure that ìpeople are constantly putfirstî. In response to the sustainabilityfilter, two key programmes have beendeveloped around creating a clean andaccountable administration andmobil ising the organisation foreffectiveness.

The third focus area of the GoodGovernance Plan concerns how theCity manages its knowledge, pilots newand innovative way of service delivery,and promotes learning through buildingknowledge networks on the continentand beyond; these respond to theìSmart Cityî and ìSustainabilityî filters.Together, this package of programmesattempts to lay a solid foundation forGood Governance in the City.

2.7

Pla

n S

even

goo

d go

vern

ance Develop a strong institution to support consultative and

participatory local government.

All citizens embracing and practicing the concepts of good governance.

Desired Outcome

Goal

Why this plan?

Strategic Focus AreaEnsure accessible and accountable government

page 71

Communication is central to our neworganisational culture. The Municipalityis committed to ensuring that all citizensand customers are well informed andare partners in the development of theCity. The communication programmeseeks to devise mechanisms for makinglocal government information (citizensírights and responsibil i t ies; theMunicipalityís programmes, policies andprocesses) available and accessible toall stakeholders. Above all, theprogramme will ensure the preparation

of c lear and comprehens ivecommunication strategies for bothinternal and external communicationfirstly to harness the energies of staffto deliver on the Vision and strategy,and secondly to ensure that the localgovernment principles of participation,engagement and information-sharingare given meaning.

Programme 1: Establish coherent internal andexternal communication

Increasingly in South Africa, and around the world, there is recognition of the valueof accessibility, transparency and accountability in governance beyond the traditionaldomain of financial performance. This ensures that the development targets andmeasures set for the Municipalityís performance emanate from a strong foundationof ìputting people firstî.

The establishment of customer servicescentreís represents a shift away fromcentralised service towards localisedadministrative orientation. Thisprogramme seeks to establishCustomer Services Centres that willserve the community where they livewithout having to travel to a central

point . This, coupled with thedevelopment of a Customer ServicePolicy, Service Standards Charters, andensuring that the culture of customercare is embedded throughout Council,will ensure that the Municipality will putits customers first.

Programme 2: Develop improved customer relations

Inanda Dam

NTSHONGWENIDAM

KWAMAKHUTA

EMBO

UPPERMOLWENI

TONGAATBEACH

INANDAC section

FREDVILLE

UTHWEBA

INCHANGA

HAMMARSDALE

DRUMMOND

MPUMALANGATOWNSHIP

KLAARWATER

KWANDENGEZI

CHATSWORTH

SHALLCROSS OLD LINESUBURBS

CATOMANOR

LAMONTVILLE

DURBANSOUTH

SPRINGFIELD

DURBANNORTH

NTUZUMAKWAMASHUE section

PHOENIXBILLINGOFFICE

UMHLANGA

OTTAWA UMDLOTI

VERULAMMARKETSITE

SANKOTSHE

GOLOKODO

ILLOVO

MAGABENI

SCOTTBURGH

CRAIGIEBURN

TONGAAT PORT ZIMBALI

N2

PINETOWNCIVICCENTRE

KWADABEKA

CHESTERVILLE

CLERMONT

N2

N3

N3

UMLAZIITHALACENTRE

N2

NGCOLOSI

HILLCRESTDEVELOPMENTOFFICE

CLIFFDALEASSAGAY

VUMENGAZI

UMBUMBULU

ISIMAHLA

SHANGASEEMAPHEPHETWENI

KWA KHABAZELA

QADI

HAZELMERE

AMANZIMTOTI

CATO RIDGE

KINGSBURGH

MEREBANK

eThekwini Municipality

Services available

Rural office

Info centre

Electricity

Consolidated billing

Housing

One stop shop

MPCC

Rated query

Unit head office

Metro boundary

Sizakala Customer Centres

ISIPINGO

NAGINAZWALIBUMVU

SALEM

XIMBA

LOWERMOLWENI

JELF TAYLOR ELECTRICITY

PRIOR ROAD (WATER)

FLORENCE MKHIZE

WINDER STREET

CITY HALL

TBDC

METRO INFO CENTRE

OLD FORT ROAD (D/P)

BESTERS

HAMBANATHI

Programme 3: Promote co-operative and inter-governmental relations

The range of critical issues faced byour City mirror South Africaís nationaland provincial concerns, so dealing withthem in a way that is sustainablerequires concerted and co-ordinatedintervention by all three spheres ofgovernment, the private sector and civilsociety partners. There are few issuesthat can be dealt with by localgovernment alone. This means that wemust align our local government system,organisation, strategy, budget andimplementation programmes with those

of other spheres of government. Whilstprogress has been made in ensuringalignment, much work still needs to bedone in this regard.

Programme 4: Create mechanisms, processes andprocedures for citizensí participation

Present local government policies andlegislation put great emphasis onmunicipalities developing a culture ofcommunity participation and thecreation of appropriate and relevantcommunity participation mechanisms,processes and procedures. Thisprogramme aims at ensuring thatcommunities are part of decision-

making processes within the Council.The p rog ramme encou ragescommunities to utilise their strengthsand move away from the dependencysyndrome. Ward committees and othercivil society organisations play a criticalrole in making this programme comealive.

This programme focuses on improvingthe way Units within the municipalityrun their businesses in order to improveproductivity for the Municipality. Thefocus is on measuring current

productivity, and on introducinginterventions to improve productivityand business processes, and oneliminating wastage.

Leading with a people-centredapproach, it is equally important for theMunicipality to reposition itself as anefficient and effective municipality inorder to maximise the limited resourcesavailable to it. With the amalgamation

of six entities into one Municipality, thecontinued use of old systems andprocedures, together with the adventof new technologies, point to a need tore-engineer work processes andsystems.

By December 2005, the Municipalitywill have more than 30 regional one-stop centres in operation which willfocus on integrating governance. TheCityís website has become moreinteractive. Efficiency and effectiveness

is prioritised, two community courts andone municipal court are in operation toensure a more integrated focus tocreating a safer city and stamping outcrime, corruption and anti-socialbehaviour.

Public administration is enjoined by the Constitution to be governed by democraticvalues and principles including, among others, a high standard of accountabilityand professional ethics. To this end, the Municipality will put in place and implementa fraud prevention policy and an implementation plan. This will be accompaniedby a redeveloped Code of Ethics for municipal staff. These measures will be followedby extensive training that will focus initially on senior management and later becascaded to the rest of the staff, thus ensuring that all staff are aware of their ethicalresponsibilities.

Strategic Focus AreaCreate an efficient, effective and accountable administration

Programme 6: Mobilise to make the organisationmore effective

Programme 7: Improve productivity throughoutthe municipality

Programme 5: Create a clean and accountableadministration

This programme will contribute towardsdeveloping the Municipality to becomea learning organisation. It will include

the development of a strategic frameworkdocument to guide the implementationof the workplace skills plan.

The City has established Area BasedManagement and Developmentstructures, which are commonly knownas ABMs. An ABM is primarily definedas an institutional mechanism throughwhich the delivery of services can befocused within key areas in the city.ABMs are intended to enable integratedimplementation, provide opportunitiesfor experimenting and learning, and

mobilising city resources towards moreeffective delivery in learning areas. Thefive ABMs (INK, iTRUMP, Rural, CatoManor and SDB) present differentchallenges for integration and localproblem solving, as they typify variedspatial, social and economic scenarios.These challenges include urbanrenewal, local economic developmentand service provision.

Some of the administration policieswithin the Municipality are outdated andneed to be reviewed, whilst someadministrative systems have no policiesin place. Under this programme,outdated policies will be reviewed, andnew policies put in place where there

are none. In other cases, different Unitsuse different policies, and it is crucialthat Units within the Municipality shoulduse common policies.

Programme 8: Review, develop and implementmunicipal wide administration policies and systems

Strategic Focus AreaImprove knowledge management

The lack of knowledge management inour City has prompted the developmentof processes and systems to maintainknowledge to ensure that it is shared,stored and kept for future reference.However, this is a new area within the

Municipality, so we are working withrelevant parties to ensure thatknowledge management is effectiveand efficient.

Programme 9: Knowledge process management

Programme 10: Co-ordinate and support area basedmanagement and development programmes

Programme 11: Raise the skills levels of employees

The Municipality is determined to assistinfected and affected municipalemployees. The programme involvesVoluntary Counselling and Testing, andthe establishment of support groupswhere employees can voice theirsurvival strategies.

Co-ordinated planning and interventionswithin the Council, including effective

implementation of mainstreamingHIV/AIDS awareness in all departments,ensures ongoing implementation of anintegrated Council HIV/AIDS workplacepolicy. Access to HIV/AIDS-relatedinformation has also been improvedthrough the updated eThekwiniHIV/AIDS website.

As part of transformation and the ever-increasing demand placed onemployees to deliver, appropriateHuman Resources (HR) practices andrules must be implemented to change

the culture of the organisation, improveemployee productivity and ensure theretention of employees.

It is the Municipalityís duty to providean enabling environment for itsemployees to be productive andoversee effective implementation ofthe IDP. Against this background, theMunicipality has committed itself to

ensuring a healthy and safe workenvironment for its employees andservice providers, as a means ofresponding to legislative requirementsfor occupational health and safety.

Programme 13: Create a positive organisational climate

Programme 14: Be compliant with occupational healthand safety legislation

Strategic Focus AreaImprove knowledge management

A healthy and well-developed human resource base will enable the Municipality torespond effectively and efficiently to its development challenges. Looking after theinterests and wellbeing of employees is as critical as looking after that of thecommunity. The Municipality has adopted a strategy for caring for its employeesíneeds as a way of ensuring sustained service delivery.

Programme 12: Reduce new HIV/AIDS infections inthe workplace

ìA safe and healthy workplace environment is inthe interests of both the municipality and itsemployees. A workplace that is physically andmentally free of disease provides a basis for greaterefficiency and productivity.î

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Ensure accessibility andpromote governance

Develop and implement an internal and external communicationstrategy

Centralise and rationalise all communications within council

Develop a brand and marketing strategy for brand rollout

Develop and implement a corporate customer care trainingprogrammeDevelop, implement and maintain the rollout of one stop shopsas the primary customer care interface between citizens and theMunicipality

Develop and implement a strategy iro relationship with globalpartners including the Sister City programme

Develop and implement a strategy iro relationships with otherstakeholders

Develop a plan for events that enhance the Cityís Core Values,Vision and the 8 Point Plan

Develop a corporate-wide policy for events

Implement community based programmes

Rollout of enterprise wide risk management

Develop and implement an anti-fraud policy and a response plan

Develop and implement a Customer Care Policy and Strategy

Develop and implement a strategy iro inter-municipal relations

Develop and implement a strategy iro relationship withprovincial and national government and statutory bodies

Develop and implement a community participation policy

Establish and support community based structures

Implement stakeholder participation programmes

Build and implement a Municipal Court

1. Establish coherentinternal and externalcommunication

2. Develop improvedcustomer relations

3. Promote co-operativeinternational and inter-governmental relations

4. Create mechanisms,processes andprocedures for citizenparticipation

Create an efficient,effective and accountableadministration

Implement corporate IT solutions to improve efficiencies

Develop and implement a performance Management System

Upgrade and maintain the IT infrastructure backbone

Rollout of enterprise wide risk management

Implement a strategy to promote the use of GIS as a decisionmaking tool

Project Matrix

5. Create a clean andaccountableadministration

6. Mobilise to make theorganisation moreeffective

Develop and implement a corporate customer care trainingprogramme

Develop, implement and maintain the rollout of one stop shopsas the primary customer care interface between citizens and theMunicipality

Develop and implement a Customer Care Policy and Strategy

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

202.110 172.610 61.400Good Governance


STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

7. Improve productivitythroughout the municipality

Productivity and business processes improvement project

Facilitate learning, documentation and dissemination processes

Co-ordinate programme level inputs, outputs and processes

Develop a set of new customer-focused policies (including archives,entertainment, procurement and protocols)

Create an environment to enable knowledge acquisition, sharingand preservation

9. Knowledge processmanagement

Policy review project (including travel, subsistence and hall facilityhire)

Develop and implement a knowledge management strategy

10. Co-ordinate andsupport area basedmanagement anddevelopmentprogrammes Provide a package of support services to area teams and line

departments

Develop a single messenger system

Develop Municipal-wide policies for record keeping & archives

Develop a Municipal wide policy for entertainment

Develop a new committee structure/system

11. Develop a municipalwide administration policyand systems

Develop a policy on centralised procurement of promotionalmaterial

HIV/AIDS ManagementHealthy and productiveemployees

12. Reduce newHIV/AIDS infections in theworkplace Peer Education Programmes

VCT Programme

13. Create positiveorganisational climate

Develop and implement an organisational culture strategy for themunicipality

Occupational Health Medical Surveillance

IOD Management

8. Review, develop andimplement municipal wideadministration policiesand systems

Improve knowledgemanagement

Develop and implement a programme for support and training forCouncillors

14. Be compliant withoccupational health andsafety legislation

Over the last two years, the Municipalityhas been implementing new nationalgovernment legislation. The legislationis aimed at improving systems andprocesses to ensure effective, efficientand economic service delivery. Whilstthe impact of implementing the newlegislation is demanding, this has notnega t i ve l y impac ted on theMunicipal i ty ís service del iveryprogrammes to meet the needs of

previously disadvantaged communities.In order to fulfill financial, legislativeand developmental requirements, muchof the Municipalityís capital budget hasbeen redirected for new developmentalexpenditure. It has also extended itsexisting operating budget over a widerarea in order to fulfill developmentalgoals. The budget re-orienting hasresulted in different financial challengesin terms of the following:

2.8

Pla

n E

ight

finan

cial

via

bilit

y an

d su

stai

nabi

lity

To reach and present an accurate financial position of theorganisationís operations and to ensure its long term financialviability.

Confidence in municipal financial management.

Desired Outcome

Goal

Why this plan?

Existing infrastructure has not been maintained at the desired level, i.e. the builtenvironment is not receiving sufficient attention. As a result of affordability problems, extending municipal services has resultedin an increase in debtors.

New capital expenditure has not been aligned with related operating requirements. Operating budgets have not been focused to support the development priorities.

In order to remain financially sustainableand align with the Cityís sustainabledevelopment strategy, these financialchallenges need to be addressed. Thechallenge for financial sustainability

amid increasing alignment around theecological, economic and socialparameters of the IDP, means thatadjustments need to be made on aregular basis.

One of the Councilís achievements is aligning its budgeting process with the Citystrategies and ensuring they are inclusive and participatory. As new strategies areadopted and increasing sustainability pressures are brought to bear on the Cityísfinances, new programmes need to be accommodated.

The Municipality has developed a new methodology based on block sums and splitsthat are agreed upon after input from City stakeholders. The Council has, in itsstrategic budgeting, included ìdiscretionary budgetingî that gives citizens the powerto decide expenditure in their own communities.

page 81

While the MTEF sets out a medium term expenditure plan for the Municipality, itmust also show the specific intentions of the Council with respect to:

Clear, affordable development targets (housing, free basic services).Development of a 10 year maintenance plan for City infrastructure and services.Targeted expenditure to unlock economic development and grow the rates base.

In this regard, a forecasting model has been developed which allows for informeddecisions to be made in terms of cash flow, investments, borrowings and long termsustainability of the City.

Programme 1: Produce an annual update of the CityísMedium Term Expenditure Framework (MTEF)

Strategic Focus AreaBudget strategically and sustainably

The Municipality has committed itself toensuring that the budgeting process isaligned to the IDP. The strategy toachieve this programme is to ensure thatthe budget process is aligned to the IDP

so that what gets budgeted is reflectedas a priority in the IDP. The programmehas given rise to approval of policiesand programmes that guide servicedelivery, for example:

Infrastructure delivery programme alignment to IDP.10 Year maintenance plan for infrastructure.A plan for maintenance and replacement of plant and equipment.

The new Municipal Property Rates Actwas promulgated on 01 July 2005, andwill replace all the existing ordinancesin respect of rating legislation. The newAct allows four years for implementation,with a major shift in the incidence of

property rates expected in terms of themove to market value. In this regard,the market based valuation roll is in theprocess of being undertaken. Prior toimplementation, consultation will takeplace with all stakeholders.

Programme 3: Implementation of the MunicipalProperty Rates Act

Programme 2: Budget according to IDP priorities

Programme 4: Budget for sustainabil ityAccountants within each of the sixclusters will be trained to act asëconsultants to the businessí where theywill actively look at cluster operationswith a view to identifying savings andimproving efficiencies. Whereverpossib le, benchmarks wi l l be

established and compared to existingoperations with a view to improvingefficiencies. More importantly, modelscenarios will give the Municipality along term look at financial health andforce a change in the way it budgets.

Key to this approach is ensuring that theMunicipality focuses its limited resourceson the challenges expressed by thepeople of eThekwini and, mostimportantly, improving alignment withother spheres of government, includingthe development of Public PrivatePartnerships.

In keeping with national policies thatexplore market-based instruments tosupport environmental fiscal reform, local

government must also find ways torestructure its budgeting, taxing andexpenditure streams to supportenvironmental and sustainablestrategies. These will include looking atways to rate environmentally sensitiveareas in private ownership and how tofund initiatives that will lead to green andsustainable practices in the future.

A special team will champion the driveto sensitise all Council departmentsand clusters to identify cost savingsand/or revenue generating opportunitiesin all areas of operation. One sourceof practical ideas about savings andthe increased generation of revenue isthe public. In keeping with the spirit ofthe existing suite of local governmentlegislation, municipalities are obligedto consult on an ongoing basis with thecommunities they serve. At the budgetand IDP consultative meetings,communities will be encouraged tosubmit their cost saving/revenuegeneration ideas. These suggestionscan then be collated by the Special

Cost Savings Team and subjected to apreliminary evaluation before detailedassessments can take place.

Over the next five years, a concertedeffort will be needed to focus onincreasing the rates base. Whilst oureconomic development strategy seeksto increase economic growth by 4-5%over the next few years, this musttranslate into a growth in the rates base.In evaluating the impact of economicprojects, clear opportunities forincreasing the rates base should bedetermined. There will also be a driveto speed up the planning process inorder to encourage development.

Strategic Focus AreaGrow and diversify our revenues

Developing proactive credit control measures to reduce debt and ensureappropriate sanctions are implemented.Implementing new revenue systems to ensure timeous, regular and accuratebilling of accounts.Maintaining ongoing customer communication in order to promote awareness,foster financial responsibility, and promote a culture of payment.

Programme 5: Effectively manage credit controlThe focus of the credit control exercise is to reduce the debt of the Municipality by:

Programme 6: Grow revenue streams

In addition to the obvious need to growthe Cityís revenue by increasing its taxbase, other means for securing fundingfor Council projects must be exploredin a variety of ways. Some of the focusareas include government grant fundingand project and programme funding,

partnerships with international agencieslike the European Union who alreadycontribute to the funding of key projectsin the City, and entering intopartnerships with the private sector onkey projects and programmes.

Programme 7: Seek alternative sources of funding

The issue of ensuring value-for-moneyis everybodyís responsibility, and doesnot just lie with a single cluster ordepartment within Council. Today, morethan ever, loca l governmentmanagement teams face a challengeto control costs, increase citizen

satisfaction and build operationalresources that maximise communityservices.

Each year the Treasury goes throughthe ritual of preparing a budget for thecoming year, and each year they

Programme 9: Ensure value for money on expenditureitems

The focus here is to ensure that ourtariffs are affordable and value formoney is being achieved. Accordingly,costs are scrutinised on an ongoing

basis, and targets are then selectedand prioritised according to the followingratings:

Programme 8: Reduce cost to the organisation

Strategic Focus AreaValue for money expenditure

Most obvious: here the cost element that is most out of line with the budgetneeds immediate attention.Easiest: a small saving that is quickly reaped with little effort cannot be ignored.Worst first: sometimes a cost situation is so critical that it begs for immediateattention e.g. overtime.Biggest impact: those cost items that will deliver the biggest long-term savingsif reduced e.g. locomotion allowances.

There also needs to be a review of the procurement process in orderto speed it up and reduce cost escalation.

ìIn addition to the obvious need to grow the tax base, otherinnovative means for securing funds for Council projectsmust be explored.î

struggle to find ways of pruning thebudget to enable the rates increase tobe within acceptable limits. Once thebudget has been approved, it thenbecomes a question of monitoring thespending against the allocated line itembudgets, with little critical examinationof alternate ways of achieving the sameor an enhanced outcome.

Various initiatives are being undertakento ensure that value for money is being

maximised with the focus on salariesand wages which comprises more than32% of the total budget. Partnershipsare being explored and varioustechnological initiatives are beingundertaken, including a fibre opticsband, which has reduced our telephoneexpenses.

Project Matrix

STRATEGICFOCUS AREA

PROGRAMMES PROJECTS

Budget strategically andsustainably

Develop a budget for a long term infrastructure maintenanceprogramme (LTIMP)

Produce and implement a 5-year affordable CAPEX in line withfinancial model/strategy

Review guidelines for the City's strategic budgeting process

Data analysis, preparation and collection

IT Systems development

Non-residential valuation

Re-align budgets to eliminate cash shortfalls over 10 years

Credit Control and Debt Management Policy

Provide guidance on all existing and proposed government grants

Investigate non-government funding opportunities, particularlybonds

Value for money -fleet

Implement a city fibre based PABX system in the council

Produce an annual service delivery and budget implementationplan in accordance with MFMA

1. Produce and annuallyupdate the Cityís MTEF

Implement financial model

Partnerships

3. Implementation ofMunicipal Property RatesAct

5. Effectively managecredit control

Grow and diversify ourrevenues

2. Budget according toIDP priorities

4. Budget for sustainability

Develop and implement a new revenue system

6. Seek alternativesources of funding

7. Maximise ratesrevenue

Enhance the valuation roll base

8. Reduce cost to theorganisation

Value for moneyexpenditure

Reduce cost to the organisation

Salaries and allowances expenditure

9. Efficient FleetManagement

Benchmarking of costs

Partnerships

Implement a city fibre based pabx system in the council

Value for money audit of fleet - pilot to be rolled out to the rest ofthe council

10. Ensure value formoney on expenditureitems

Benchmarking of costs

Financial Viability andSustainability

06/07 (Rm) 07/08 (Rm) 08/09 (Rm)

94.660 70.550 71.183


chapter three

Implementing the IDP

CityísStrategy

Done every 5years, reviewedannually

IDP

Cityís FinancialAllocation To Strategy

Done annuallywith a 3 yearprojection

BUDGET

Cityís AnnualDelivery Plan

Done annuallywith a 3 yearprojection

SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN

CityísReport

Done every 5years, reviewedannually

ANNUALREPORT

CITYíS PERFORMANCE MONITORING SYSTEM

PERFORMANCE MANAGEMENT SYSTEM (City Scoredcard and IPP)

page 90

3.1

Intro

duct

ion The Cityís IDP clearly is a strategic

document that cannot be read in isolationfrom the other processes that ensurethe IDP is delivered. The diagram belowdemonstrates that the budget isdeveloped on the IDP, after which ase rv i ce de l i ve ry and budge timplementation plan is developed. Atthis time, the senior management of thecity develop their annual Individual

Performance Plans (IPP). The AnnualReport records the success or otherwiseof the previous years implementation.The organisationís performance ismonitored at various levels and withindifferent processes, thereby underpinningthe entire cycle.

ìThe IDP forms an integralcomponent of city strategy andcannot be read in isolationî

The City scorecard sets the broad fiveyear targets which are assessedannually. Five year targets will be setto coincide with the term of the newoffice of councilors with the baselinesset as of July 2006. The budget ismonitored internally on a quarterly basisto ensure maximum expenditureespecially of the capital budget.Similarly, the SDBIP produces quarterlytargets that are reported on quarterlyto ensure implementation of the IDP.The Annual Report provides a collationof the yearís activities as recorded bythe City scorecard, the budget, and thequarterly targets.

The budget is compiled according toIDP principles and follows a processthat prioritises the key projects withinthe City.

Similarly the SDBIP and the AnnualReport are structured for easy referenceto the IDP, i.e. according to theprogrammes and projects of the EightPoint Plan.

The City scorecard can be read in abalanced scored mode or against theEight Point Plan of the IDP. The chartbelow shows the commencement ofeach of the processes, their timing, thedesignated public processes associatedwith each of the processes and thedecision making and adoption of eachof the processes.

3.2

The

serv

ice

deliv

ery

land

scap

e

3.3

Dep

artm

enta

l Bus

ines

s P

lans

There are a number of processes andactions that are not captured in the IDPwhich take place throughout theMunicipality. These are not programme-based initiatives and do not verticallyintegrate with other initiatives, but areactivities that are based in and specificto the workings of the departmentsconcerned. Together with the projectsthat are contained in the IDP, theseactivities are captured in the businessplans of the various Clusters anddepartments. The business planprovides the basis for determining notonly the performance plans for seniormanagement, but also for the rest ofthe organisation, as is required by theMuniciapl Systems Act.

Process Provincial National

IDP DLGTA DPLGNational treasury

Budget National TreasuryAuditor General

SDBIP National Treasury

PMS National TreasuryAuditor General

Annual Report National TreasuryAuditor General

The eThekwini Metro Area (EMA) is anamalgamation of racial and cultural diversity,with African, Indian and European influencescreating a vibrant cosmopolitan society. TheEMA currently has an estimated populationof just over 3 million and the AIDS scenarioprojects that the 2020 figure will also be 3million.

The African community makes up the largestsector (68%) of the population followed bythe Indian community (20%), Whitecommunity (9%) and Coloured community(3%). The age profile reveals that, althoughthe working age group comprises 68% ofthe population, there is a relatively largeyouthful population, with 28% under the age

of 19 years.According to the Municipalityís 2004/05Quality of Life survey, 40% of residents aresatisfied with their lives, 30% are dissatisfiedand 30% are neutral. Since 2002,satisfaction with life has been constant at40%, and over the same period, fewerpeople are dissatisfied and more peopleare neutral. The survey has identified goodpersonal health and a comfortable lifestyleas being the most important factors thatinfluence satisfaction with life. It isanticipated that life satisfaction will onlyincrease when the current high rate ofeconomic growth results in substantial jobcreation, which will increase the standardof living.

Ann

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e 1

prof

ile o

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eTh

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unic

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Are

a

How satisfied have you been with life over the past year?

0

10

20

30

40

50

60

1998/09 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05

%

Levels of life satisfaction vary considerably between racial groups, as seen in thetable below. Generally speaking the African population is the least satisfied withlife, the Indian population is more satisfied than the Coloureds, and the Whitepopulation is the most satisfied population.

Year African % Indian % Coloured % White %

1998/99 29 60 42 751999/00 42 71 69 822000/01 32 52 68 732001/02 21 57 41 832002/03 33 50 36 792003/04 31 58 30 7220040/5 26 56 54 85

Satisfied

Dissatisfied

Neutral

The People

The municipal area is characterised bydiverse topography, from steep escarpmentsin the west to a relatively flat coastal plainin the east. This landform supports a widevariety of terrestrial, freshwater and marinenatural ecosystems.

The value of natural services provided bythe open space asset (63 114 ha) isestimated to be R3.1 billion (2002 estimate).

The value of basic services (e.g. water, fuel)extracted from the natural resources in ruralareas provides an estimated R8 000 perannum in services to each household. Thismeans that if the natural resources weredepleted in our rural areas, each householdwould have to find R8 000 each year topurchase the goods and services that werepreviously provided free of charge by thenatural environment.

Because of economic and political factors,the spatial configuration of the EMA formsan inverted ëTí shape with two major nationalfreeways forming the main structuringelements of the geographic space. The N2runs parallel to the coast, linking the EMAwith the northern part of the Province andthe Cape region to the south and the N3links the EMA with the Gauteng region.Areas closer to these national roads tendto be well provided with physicalinfrastructure and social amenities, whileareas on the periphery tend to be poorly

resourced. Most of the historically blackformal residential areas, as well as informaland peri-urban areas, are located on theouter periphery. This spatial configurationhas resulted in a distinct pattern of inequityand inefficiencies across the EMA. Thetable below indicates some of the transport-related inefficiencies.

Durban is South Africaís major port city andthe second largest industrial hub (afterGauteng). The City is a key trade gatewayfor imports and exports because of itsaccess to important trading routes to theeast and proximity to the Gauteng mineral-industrial complex.

The Cityís per capita income of R23 557per annum, although higher than the SouthAfrican average, is still significantly less

than that of other emerging economies.This income has declined at a rate of 0.34%in the period between 1990 and 1999,resulting in declining standards of living.The Cityís economy is currently growing ata rate of 4% pa. One of the central growthchallenges is to double per-capita incomeover the next decade. In order to achievethis, a growth rate of 7.5% is required, and18 000 new jobs need to be created before2010, in order to realise the strategic vision.

% Average Utilisation

RAIL 21% BUS 30% TAXI 85%

Public Transport Statistics

Average travel times 46 mins

Average trip lengths 20,3 kms

Transport subsidy (R400M pa)(no recent data - need to obtainfrom Province and SARCC)

Public transport use 52%

The Socio-spatial environment

The Economy

Natural Resources

What residents say they need

Using information collected from households during the Municipalityís annual Qualityof Life Survey, it is clear that people consider the following as contributing most toa good quality of life:

Good personal health.Sufficient household income to afford a comfortable l ife style.A good family life.Being care free and generally happy.Feeling safe.

It is important to note that the African sub-sample has identified the following issuesin additional to those identified by the sample as a whole:

Good social connectivity.Fulfilling leisure activities.Welfare services.A steady reduction of development backlogs.

The public amenities that are of greatest importance to people are:

Health services.Police services.Education facilities.Public transport.Libraries.Parks or recreational open space.

The problems that are of most concern to residents are:

Poverty.Unemployment.Crime and feeling unsafe.Health problems.

It is worth noting that a similar picture of needs emerged from the ward workshopsheld during the previous IDP review process. These workshops confirmed the needsassessment results obtained through the Quality of Life survey.

A spatial analysis of needs shows that many of the communities that are worse offare located in the historically under-invested township areas where a great deal ofinformal dwelling infill has occurred. In addition, the communities in the rural peripheryhave the lowest access to services and lowest socio-economic status.

Ann

exur

e 2

wha

t do

peop

le n

eed?

The Needs of the Municipalityís Citizens

President Thabo Mbeki made it clear in his State of the Nation address (2005) thatour liberty is only possible if no human being feels vulnerable to any act of natureor humankind. The Municipality responded to this by identifying the needs of thefollowing vulnerable groups:

Youth: The youth (15-29 years) comprise about 31% of the EMAís population.Issues identified include the need for skills development, access to recreationalfacilities and sports programmes. The youth are looking for educational funding,job opportunities, socio-political stability, gender issues, small business developmentand opportunities for effective participation. Education on drugs, alcohol abuse andHIV/AIDS awareness were also listed as important.

Senior Citizens: Senior citizens (65 years and older) make up about 4% of theEMA population with pensioners often supporting extended families. Health issuesare of particular concern to this group, including the need for affordable hospitalisation,day care, old age homes and health education. Security and safety are a priorityissue, with protection against abuse and accessible pension payout points listedas key needs. Discounts for the aged, user-friendly transport, support for NGOsaiding senior citizens, and well-equipped libraries are seen as important to improvingthe quality of life for the elderly.

The needs of vulnerable groups

Of particular concern to large business is certainty around infrastructure investmentand the Cityís planning direction iin different parts of the City.

Summary of Business Needs

Ensure reasonable business and property rates and rents.Drive HIV/AIDS programmes to promote a healthier workforce.Ensure equitable economic development of all areas.Ensure strategic use of city resources for economic growth and job creation.Provide decent facilities for informal traders e.g. Shelters.Reduce crime and improve the security situation.Upgrade and develop adequate infrastructure.Develop commercial and industrial nodes in townships and peri-urban areas.Implement recommendations from the Best Practice City Commission.Create clean, well maintained environments.Promote tourism opportunities.Ensure maintenance of facilities, services and infrastructure.Provide predictability and efficiency in government processes.Facilitate investment by reducing bureaucracy and ìred tapeî.Provide business support, skills training and access to procurement.

Business community needs

The needs of vulnerable groups (continued)

Women: Households where women are the sole supporters have lower life satisfactiondue to low income, less work experience and increased responsibilities. Women(52% of the EMA population) seek gender equality, equal opportunity and personalsafety. Education on womenís rights, skills training programmes, protection againstabuse, and access to social support were raised as key issues. Other needs includetargeted support for womenís groups and working women, crËche facilities, counsellingfor the abused and HIV/AIDS, health services, child support funds, and access tojob opportunities.

Children: 27% of the population is under the age of 15. Children were identifiedas a high-risk group. Issues of particular concern include dealing with street children,AIDS orphans, abused children and the needs of children headed households.

Disabled people: It is estimated that at least 44 346 (1%) of EMA residents aredisabled. Key issues identified by this group include the need for assistance inaccessing State grants, skills training, dedicated public transport for the disabled,and more rehabilitation centres. Accessible payout points, user-friendly publictransport and public buildings, specialised educational facilities and disabled sportsprogrammes, together with the need to have information accessible to all, werealso highlighted.

ìHouseholds where women are thesole supporters have lower lifesatisfaction.î

Ann

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key

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halle

nges

Low economic growth and unemploymentThe welfare and quality of life of all citizens, as well as the ability of Council to meettheir needs, is dependent on the ability of our Cityís economic base to generatejobs and income. eThekwini also faces a severe and worsening unemploymentsituation with estimates placing unemployment levels between 30% and 40% ofthe population. Since 1997, there has been a net loss of formal jobs of 1.5% pa (40000 jobs in total).

Poor access to basic household servicesSubstantial progress has been made in extending basic household services topreviously unconnected households, with approximately 75% of all households nowhaving access to adequate levels of basic household services. The major backlogareas coincide geographically with existing informal settlements and peri-urbanareas. The key development challenge is addressing the service delivery backlogsin the rural areas of the Municipality.

High levels of povertyPoverty is about inadequate access to jobs, infrastructure and the full range ofopportunities that a person might have. In short, it translates to societal inaccessibility,with a low income merely one aspect of this complex problem. For purposes ofmeasurement, however, income levels are an obvious indicator of poverty. Relativelyspeaking, 40% of all households in the EMA can be classified as being ultra pooror poor. From a study conducted by Casale and Thurlow (1999), it was found that20% of households earn less than R1 156pm (classified as ultra poor) and a further20% of households earn between R1 157pm and R1 834pm (classified as beingpoor). Poverty is concentrated amongst Africans (67% classified as poor) andIndians and Coloureds (20% classified as poor). Women are three times more likelyto fall into the ìextremely poorî category than are men. Children are the mostvulnerable to poverty with half of all children in the EMA identified as being poor.

Low levels of literacy and skills developmenteThekwiniís greatest asset is its people. Historically, the local government hasinvested very little in developing its people. It is of concern that 16% of all adultsare functionally illiterate, and that while 38% of the adult population has passedmatric, only 8% have tertiary qualifications. In terms of employment skills, there isa gap at all levels between the skills required in the workplace and the skills availablein the working population. For example, 60% to 70% of information technologygraduates from universities in eThekwini leave the area immediately after completingtheir degrees.

As the Council steps up its involvement in promoting skills development andovercoming this skills gap, this issue poses a new and exciting challenge.

Sick and dying population affected by HIV/AIDS

KwaZulu-Natal has the highest rate in the country in terms of progression of thepandemic. While Council has, over the past few years, made great strides inattempting to deal with the pandemic, the challenge of maintaining the momentumin addressing the pandemic remains.

Exposure to unacceptably high level ofcrime and risk

Ensuring a safe environment remains one of the Municipalityís key challengesbecause it is critical for social development and contributes significantly to investorconfidence and economic development in the EMA. Besides crime, if we are torealise the City Vision, the following safety and security issues need to be addressed:high levels of road accidents; susceptibility to air and other types of pollution; slowresponse times to fire emergencies; poor information on the nature and levels ofrisk within the EMA; and approximately 9 000 households are subject to flood risk.The municipality must improve information gathering and dissemination techniquesin respect of risks to maintain a secure environment.

Unsustainable development practicesIf the Municipality is to reverse the history of unsustainable development, then wemust build sustainability into the way we promote economic development, provideinfrastructure and services, manage city finances, involve citizens in decision-making, protect our threatened ecological spaces and attempt to balance the social,economic and environmental needs of the city.

Ineffective, inefficient, inward looking localgovernment

Non-developmental and archaic laws and processes are often cited as a stumblingblock to customer-focussed service delivery. This approach has led to municipalservice units and departments focussing exclusively on their own core functions,delivering their service efficiently but creating inefficiencies by not co-ordinatingtheir work with that of linked departments. The inheritance of a vertical organisationalstructure, together with an organisational mentality that focussed on discrete sectoralobjectives, has contributed to the fragmented and piecemeal nature of Councilservice delivery. As part of the transformation process and organisational restructuring,the key challenge is tp build co-ordination of service delivery into the institutionalframework.

Ann

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stru

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e of

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mun

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Approved Organogram Aligned with IDP

ìWe must build sustainabilityinto the way we promoteeconomic developmentî

PLAN 1SNBE

PLAN 2EDJC

PLAN 3QLE

PLAN 4SHSE

PLAN 5EC

PLAN 6CCD

PLAN 7GG

PLAN 8FVS

SUSTAINABILITY JOB CREATION POVERTYREDUCTION

Catchment based planning Increasing densities Integrated planning Integrated coastal management Focus on renewable energies Pollution reduction

Supporting clean sectors Developing renewable energysources Promoting eco-tourism

Densified housing strategyEfficient public transportGreening of the environmentRecycling waste

Complete physical andmental approach to well being

Creating a learning cityCIFAL programme on sustainability and environmental issues

Sport to promote good health

Knowledge process managementCreate a clean and accountableadministration

Strategic and sustainable budgeting

Promoting sectors that arelabour intensiveBEE facilitationSMME promotionIncorporation of eco-strategies for rural areasCreating a business friendlyenvironment

Extended public worksprogrammeLabour based preference incontractingRecycling of waste

Bridging the digital divideImprove the employability ofcitizens

Promoting the economy ofsports, the arts, culture andheritage

Securing the naturalenvironment as a serviceto the poor

Supporting sectors that arelabour intensiveSupport for the growth ofSMMEs

Effective public transportPromoting the recycling ofwaste productsSocial housing strategy

Poverty reduction policyand strategy

Bridging the digital divideImprove the employabilityof citizens

Promoting the economy ofsports, the arts, culture andheritage

PLANNUMBER

SMART CITY CARING CITY DEMOCRATIC &EQUAL CITY

Methane to gas fromlandfillsStandard approval systemacross metroEnvironmental awarenesscampaigns

Renewable energiesinvestigations

Developing partnerships tomanage communityfacilitiesInformed delivery ofcommunity servicesRainwater harvesting

Digital divideCity as centre of learning

Life-long learning throughawareness/education andtraining programme

Make the organisationmore effectiveMobilise to make theorganisation more effectiveKnowledge processmanagementImprove productivitythroughout the municipalityCo-ordinate and supportABMDP

Grow and diversify ourrevenueValue for money expenditure

Providing support tovulnerable groups foreconomic benefits

Upgrading informalsettlements andrelocationsCommunity participationmanagement

Indigent strategyAwareness campaignsfor safety

CIFAL programme

Sports, arts, culture andheritage teach humanvalues and promoteunderstanding each other

Create mechanisms,processes andprocedures for citizenparticipationDevelop improvedcustomer relationsHealthy and productiveemployeesCreate a positiveorganisational climateReduce new HIV/AIDSinfections in the workplace

Equitable standardsacross the municipalitywith respect to servicedelivery

Access to sport opportunitiesto the aged, and disabled artprogrammes for people withdisabilities

Create mechanisms,processes and procedures for citizenparticipation

page 105

Ann

exur

e 5

core

val

ues

mat

rix

Ann

exur

e 6

long

term

dev

elop

men

t fra

mew

ork

ï Social Servicesï Health Careï Efficient and effective government

ï Basic servicesï Housing deliveryï Bridging the digital divideï Public transport systemï Skills development

ï Economicdevelopment

ï Tourism

ï Spatial Development planï Bulk Infrastructureï Energy Resource planning

ï Climate protection

Long Term Development Framework

2005 2010 2015 2025 2050 2100

SustainableCityJob creation/

economicallysuccessful City

Povertyreduction

Smart CityCaring City

Equal anddemocratic City

IDP: 2010 and beyond

ìA central challenge inrunning any city isbalancing the needs ofthe present with thoseof the future.î

ethekwini municipality integrated development plan...applying value filters 13 1.6 geographic and...

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