Description
On this paper talk integrated development plan 2011 2016 and beyond.
INTEGRATED DEVELOPMENT PLAN
2011-2016 AND BEYOND
RE-IMAGINE PIETERMARITZBURG BEYOND VISION 2025
REVISED IDP FOR 20112016 AND BEYOND
ISIXAXA / PULLING TOGETHER
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
Msunduzi Municipality Integrated Development Plan 2011 – 2016
TABLE OF CONTENTS PAGE NO.
SECTION A: EXECUTIVE SUMMARY 15
1. Introduction 15
2. Locality and Opportunities 16
3. Development Challenges facing the City 16
4. The Purpose of the IDP 25
5. Scope of the IDP 26
6. Good Governance and Public Participation 26
SECTION B: SITUATIONAL ANALYSIS 61
1. Introduction 61
2. The Population of Msunduzi 61
3. Households and Household Services 62
4. Social Development 63
SECTION C: DEVELOPMENT STRATEGIES 78
1. Introduction 78
2. The City Development Strategy 78
3. The City of Choice 78
4. Strategic Objectives 79
5. Our City Guiding Principles 80
6. Strategy Mapping 81
SECTION D: SPATIAL AND ENVIRONMENTAL PLANNING 82
1. Introduction 82
2. Msunduzi SDF Review 82
3. Ukubuyekezwa Kohlaka Lwentuthuko Yezindawo “Sdf ” Lwasemsunduzi 88
4. Identi?cation of Existing and Possible Nodes 98
5. Greater Edendale Development Initiative (Mini SDP) 105
SECTION E: SECTOR INVOLVEMENT 111
1. Sector Departments/District And Msunduzi Municipality Idp Alignment 111
2. Co-existence of the Local Government and the Traditional Leadership 111
3. International and Intergovernmental Relations 112
4. Sector Departments Involvement 112
2
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION F: IMPLEMENTATION PLAN 117
1. Introduction 117
2. Municipal transformation and Institutional Development 117
3. Institutional Analysis 118
4. Organogram 119
5. Performance Management System (PMS) 123
6. Employment Equity 123
7. Human Resources Development 124
8. Governance 125
9. Licensing 125
10. Information 125
11. Information Technology and Communication 125
12. Good Governance and Management Control Area 128
13. Economic Development 143
14. Service Delivery and Infrastructure Investment 151
15. Social Development 187
SECTION G: PROJECTS LIST FOR 2010/2016 202
SECTION H: FINANCIAL PLAN AND MSUNDUZI BUSINESS SCORE-CARD 211
1. Overview 211
2. Aligning the Budget 212
3. City Finances 213
4. The Service Delivery Budget Implementation Plan (SDBIP) 217
5. Financial Recovery Plan 218
6. Msunduzi Organisational Score-card 2010/2012 224
SECTION I: ANNEXURES 225
1. Spatial Development Framework 225
2. Disaster Management Programme (Plan) 225
SECTION J: APPENDIXES 228
1. Background 228
2. Appendix A 228
3. Appendix B 232
4. Appendix C 237
5. Appendix D 238
6. Appendix E 240
GLOSSARY OF ABBREVIATIONS USED IN THIS DOCUMENT 241
NOTES 243
3
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Private Bag x321
Pietermaritzburg
3200
City Manager
The City Hall
C/O Chief Albert Luthuli Road & Church Street
Pietermaritburg
3200
IDP Of?ce
The City Hall
C/O Chief Albert Luthuli Road & Church Street
Pietermaritburg
3200
Telephone: 033-3923000
Facsimile: 033-3922397
Msunduzi Municipality
The Provincial Intervention Team
IDP Steering Committee
Led by:
Thokozane Maseko: Municipal Manager (acting)
Cllr M Tarr: The City Mayor
Champion by: Lindile Jela
Under Mentorship: Robbie Mkhize
Management: David Gengan
Contact Details: 033-3922011 and
Municipal Manager IDP Co-ordinating Committee (MMIDPCC)
Championed by:
Mr Lindile Jela
IDP Manager
Contact Details: (033) 392 3615
E-Mail: [email protected]
Supported by:
Strategic and Executive Managers
Staff
Councilors and
The Community of Pietermaritzburg
CONTACT DETAILS
PREPARED BY:
4
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3. MUNICIPAL VISION
Whilst we all agreed with our vision below as it de?nes our current status in the Kingdom of KwaZulu and inspiring us to
strive for our City to be the City of Choice, this is an idea that we are aspired for together with community based structures,
Non Governmental organizations, business sector, labour movements, traditional leadership, religious sector, youth and women
formations, sport and cultural groups, institutions of higher learning, civic organisations and other interest groups. We strive to
maintain and model our City Vision in order to be:
VISION 2035
TO BE THE CITY OF CHOICE
UMBONO KA-2035
IDOLOBHA LEKHETHELO
3.1. VISION STATEMENT
Hence we understand the mammoth tasks, challenges, potentials and capabilities that are existing in the City to
enhance and where possible to turn around the architectural designs, planning and socio-economical limitations
that were engineered and imposed through the systems of the previous government on the lives of South African
society, this vision attempts to acknowledge our existing institutional and natural treasures, cultural diversity as our
heritage and poses as a bacon of hope for all peace loving South Africans.
Our vision statement below must also be read alongside with our long term planning vision which is based on our
invitation to all the citizens of the City to begin to dream big about what will it takes to be a City of Choice and
what our contributions thereof. Our invitation to all role players is to begin to Imagining Pietermaritzburg Beyond
2035 Vision whilst our short term realistic vision below represents our quatum leap towards our long term vision
statement.
VISION STATEMENT
A safe, vibrant City in which to live, learn, raise a family, work, play and do business
UKUCHAZWA KWALOMBONO
Idolobha elinokuphepha nokudlodlobala, ongahlala, ufunde,ukhulise umndeni, usebenze, udlale futhi ukwazi
nokuhweba ngokukhululeka
5
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2. MISSION STATEMENT
To stabilize the affairs of the municipality, and ensure that the municipality functions effectively, and in a
sustainable manner in delivering services to the community.
Organizational Goals
• A healthy citizenry with access to affordable, quality health care.
• A safe city with low crime levels and quality living areas.
• An ef?ciently managed, ?nancially viable and sustainable, city
• A well governed city underpinned by meaningful public participation
• A vibrant economic centre, attracting investment, supporting business development and creating jobs
• A city where all have access to habitable human settlements – decent houses, clean water and proper sanitation
• An environmentally sustainable and healthy city
• A well planned, spatially integrated city
4. STRATEGIC OBJECTIVES
4.1. FINANCIAL VIABILITY AND MANAGEMENT
Plan 1: Financial viability and sustainability
Strategic Objective:
1. To promote sound ?nancial management and reporting, effective budgeting and revenue enhancement
4.2. LOCAL ECONOMIC DEVELOPMENT
Plan 6: Economic Development and Job creation
Organizational Objectives:
2. To stimulate economic growth through job creation, promotion of BBBEE, development of SMME’s, co-
operatives and agri-industry
3. To promote sustainable tourism.
4. To promote and stimulate business investment, retention and expansion
4.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Plan 2: Quality living environments
Strategic Objective:
5. To improve access to affordable housing and facilities that promote quality living areas.
6. To improve accessibility and maintenance of habitable human settlements and facilities
7. To provide a responsible facility for the disposal of waste in a manner that is socially and environmentally
acceptable.
4.4. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Plan 5: Good governance
Strategic Objectives:
7. To develop an ef?cient, effective and accountable administration
8. To promote full participation of all stakeholders in the planning, implementation and decision making of the
municipality.
9. To improve basic literacy of society with special focus on targeted groups
6
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.5. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Plan 5: Good governance
Strategic Objectives:
10. To build a productive, knowledge based organization that will respond adequately to the needs of the
community and the city.
11. To develop the capacity and safety of our workforce.
4.6. ENVIRONMENTAL PLANNING & SOCIAL SERVICES
Plan 3: Safe, healthy and secure environment (environmental health and public safety
Plan 6: Integrated, sustainable spatial planning and development (planning, SDF, EMP
Strategic Objectives:
12. To ensure that all communities have access to social Services
13. To contribute towards a health, safe and secure environment with special focus on children, youth, women
and people with disability
14. To promote sports and recreation, and arts and culture
15. To promote a long term development vision and harmony in planning
5. OUR CITY GUIDING PRINCIPLES
To underpin all development activities:
• Sustainability
• Strategic Focus
• Participation
• Transparency
• People Centred
• Transformation
• Customer focus
• Integration and Alignment
• Democratic
• Implementation Orientated
• Accountability
• Co-operative Governance
7
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR CHRIS NDLELA
CITY MAYOR
FOREWORD BY HIS WORSHIP THE MAYOR CLLR CHRIS NDLELA
As I write this foreword to the Integrated Development Plan for 2011-2016, I am mindful of the tremendous challenges that face
our city and municipality, as we move forward into planning strategically for the next ?ve years and beyond. Not only are we faced
with huge service delivery backlogs and rising unemployment and poverty, but we are faced with dealing with serious ?nancial
issues that have affected our performance as a municipality.
This Integrated Development Plan which is the municipality’s framework for development for the next ?ve years, and for
2011/2012 in particular, comes at a time when the national government, through the State President Jacob Zuma and other
senior government ministers, puts emphasis on the need for job creation and the eradication of poverty. The KZN Provincial
Government is also in the process of implementing a series of projects to improve the quality of life for its citizens, like the
Operation Sukuma Sakhe project. In this context then, our plans must re?ect a balance between addressing service delivery
backlogs and improving the conditions in which our people live, and social and economic development.
The municipality through consultation and interaction with various stakeholders, has agreed to focus the delivery programme
for the next ?ve years on a six point plan based on eight key organizational goals which are re?ected in the document. We believe
that this plan will go a long way to addressing the key national and provincial delivery priorities, and in so doing, our own service
delivery and development priorities. As we move forward into the next ?ve years we must ensure that we translate our vision
and goals into a workable plan, that suf?cient funding is available for its implementation, and that we put measures in place for
monitoring and evaluating our performance.
I will be leading the way for our municipality to reach out to the community at large, civil society organizations, the business
community and tertiary institutions to encourage active participation in the delivery of this plan, so that we can take responsibility
collectively for the development of our city and its citizens. Through your participation the municipality will achieve its goal of
being more accountable and transparent. If we all work together as one, we will surely deliver a city that we can all be proud of – “
a safe, vibrant city in which to live, learn, raise a family, work, play and do business”.
8
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR THOBANI ZUMA DEPUTY MAYOR
9
Msunduzi Municipality Integrated Development Plan 2011 – 2016
THE INTRODUCTORY REMARKS BY ACTING
MUNICIPAL MANAGER
The history of Pietermaritzburg, if told by many of her citizens, especially
those who have been around, can proudly share those exciting moments of
loving and caring people and beautiful scenery reminiscing with what used
to be their laid back town which is now perceived as threatened by growing
trends of urbanization with a growing trend of migration pattern in?uenced
by a numbers of people leaving their areas of birth in search of greener
pastures in mega or large cities. This growing trend cannot be wished away;
it is a global phenomenon and calls upon our responsible political leadership,
reliable management core and skilled technocrats to pull together towards a
particular strategic direction.
Our strategic choices that we made in accordance with our vision statement
is to “A safe, vibrant City in which to live, learn, raise a family, work, play
and do business” Given our vision statement, our challenge is to translate the
vision into realizable goals for the better future of our children’s children.
The ?nancial shadow over our City cannot be easily disregarded or wished
away overnight, our approach is to align the IDP through our Turnaround
Strategy which is projected over three years and this strategy becomes a
foundation for our Financial Recovery Plan for 2010/2011 and beyond. The
Turnaround Strategy presents opportunities and renewed commitment to
be able to better deliver to our communities and this journey can only be
travelled and accomplished in partnerships with our stakeholders in supporting our joint initiatives.
The ?ve strategic objectives of the Turnaround Strategy, that the 2010/2011 IDP will be addressing, are the following:
• Ensure that the municipality meets the basic service needs of communities;
• Build Clean, effective, ef?cient responsive and accountable local government;
• Improve performance and professionalism in the municipality;
• Improve national and provincial policy, oversight and support;
• Strengthen partnerships between local government, communities and civil society.
The strategic objectives have been converted into speci?c key performance indicators which are capable to put management
to ultimate test of performance. The Turnaround Strategy will make the concentration of resources and efforts to basic service
delivery and revenue enhancement strategy as the anchor of the survival of the municipality and to achieve ?nancial stability.
It is our belief though that through constructive engagements and partnerships with our citizenry and structured organs of society
with a good political will from our political leadership core, the City’s ?nancial situation and service delivery mandate would
be realized. We invite our citizens as bene?ciaries of our service delivery to join the City as friends of the City to preserve this
magni?cent gem for generations and generations to come.
T. MASEKO
ACTING MUNICIPAL MANAGER
10
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR BABU BAIJOO
SPEAKER
11
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Cllr E Majola
Executive Committee Member
Cllr J Ngubo
Executive Committee Member
Cllr B Lambert
Executive Committee Member
Cllr M Chetty
Executive Committee Member
Cllr N Bhengu
Executive Committee Member
Cllr M Inderjit
Executive Committee Member
12
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Mr T Cowie
Strategic Executive Manager:
Infrastructure
Mr K Khumalo
Strategic Executive Manager:
Community Service (Acting)
Mr T Maseko
Municipal Manager (Acting)
Mr N Sarawan
Strategic Executive Manager
(Acting)
13
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION A: EXECUTIVE SUMMARY
Development in South Africa is between developed urban areas and uneven developed peri-urban and rural areas. Central to our
democracy, peace and freedom is the provision of service delivery, poverty eradication and economic growth that will result to
reduction of unemployment and better life for all citizens.
1. INTRODUCTION
Every citizenry all over the world as colourfully as they are, dream of living and breathing in an environment and society free from
diseases, hunger, fear, crime, accidents, violence, discrimination, poverty, hatred and lifelessness. This is the background at which
all municipalities and cities are striving for in shaping their visions and strategies to bring about an environment worth living for
and a society that celebrates its life and success.
It is our purpose for existence as the City of Choice to make strategic choices that will make us champions of a cooperative
governance vision for a better life for all. Our strategic roadmap that we share with our strategic partners re?ects and mirrors our
commitments to service delivery and to re-Imagining Pietermaritzburg Beyond vision 2035 and this is the life beyond this IDP.
Any strategic planning must be molded in such a way that our Integrated Development Plan does not become a wish list but a
realistic plan with speci?c targets and indicators that forms the City’s delivery package for ?ve years.
This destination ahead of us can not be realized without clear and speci?c sector plans that are collectively planned and developed
with speci?c targets. Gone are those days where the role of local government leadership, be it politically or administratively was
viewed more ceremonially than running a very serious business that contributes towards changing societal life in its totality. The
municipal life is guided by legislation and its performance is measured through Performance Management System (PMS) which
is guided by balance score-card perspective and Service Delivery and Budget Implementation Plan (SDBIP)
In order to bring common understanding to various stakeholders and to demonstrate our commitment towards sustainable and
integrated development and growth of our economy, society and environment; the Integrated Development Planning forms the
basis of our development strategy and approach. The Integrated Development Plan then becomes our guiding development plan
packaged and re?ected according to the ?ve national Key Performance Areas (KPA) and provincial KPAs. The national KPAs are
used here to de?ne the level and measure of development and performance of our City:
• Good Governance and Public Participation – we are assessed as the city at how and what level of involvement of various
stakeholders, particular in planning, development and implementation of sector plans. It is expected that a municipality
will also re?ect its social transformation agenda and programs with speci?c bias towards vulnerable groups such as children
, youth and women and tangible programs that are aimed at promoting social integration, national pride, and social cohesion
and human rights culture as pronounced in the constitution. Access to community amenities and eradication of poverty
through interventions that are deliberated further in our ?ve year implementation plan
• Local Economic Development (LED) develops a clear plan and strategies through stakeholders involvement to ensure
business con?dence in the City and alignment of the budget and the IDP.
• Municipal Transformation and Institutional Development – the appropriateness of our transformation agenda with regards
to our institutional arrangements regarding Human Resource Planning (HR Strategies) equity targets, organizational
performance, skills development and interventions to improve the capacity of the municipality, etc.
• Basic Service Delivery and Infrastructure Investment forms the basis of our infrastructure investment plan with clear
programs of maintenance, targets and strategies that are reviewable annually. This plan underpins any innovations and
programs for Local Economic Development, i.e. any lack of well planned and maintained infrastructure and infrastructural
development plans mean less of economic growth
• Financial Viability and Management will re?ect our internal control systems to ensure compliance and accountability of
the municipality through our proper sound ?nancial management plan
• Spatial Development Framework (SDF) encapsulates the translation of our vision and strategies to indicate spatial
expression and application of municipal sector plans. This will be explained under the SDF section and the progress in the
re?nement of the SDF.
14
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Having labored on the City’s constitutional mandate, currently the Msunduzi Municipality has serious ?nancial crisis and has
prompted the MEC for COGTA in KZN to institute the intervention in terms of Section 139 (b) of the MFMA on 15 March
2010. The intervention was prompted by among other things poor internal controls , hempoint corruption among staff, failure to
prepare the mid-year adjustment budget and 2010/11 Budget in time.The MEC for COGTA appointed the Provincial Intervention
Team (PIT) during March 2010 to assist to turn around the ?nancial crisis of the Municipality and to develop an overall business
plan. When the PIT took over it, was reported that the Municipality was sitting at R521m in de?cit and serious liquidity crunch
(cash ?ow) due to the fact that the municipality decided to ?nance road projects to a tune of R111m and payments towards
the remote metering system which was unbudgeted. On developing a municipal turn-around strategy by PIT, huge savings
have been made based on the analysis of expenditure patterns (expenditure control committee was set up as well as a revenue
enhancement committee) and a number of senior staff are suspended for further investigations on allegations of corruption and
mismanagement.
2. LOCALITY AND OPPORTUNITIES
The Msunduzi Municipality commonly known as Pietermaritzburg or the “City of Choice” is located along the N3 at a junction
of an industrial corridor from Durban and Pietermaritzburg and an agro-industrial corridor stretching from Pietermaritzburg to
Estcourt. Regionally, is identi?ed at the cross section of the N3 corridor and Greytown Road corridor to the north, a tourist route
to the Drakensburg and Kokstad Road to the South. It is the second largest city within KwaZulu-Natal and a contributor towards
80% of the GDP by 9 largest cities in South Africa. It is the Capital City of the Kingdom of KwaZulu, and the main economic
hub within Umgungundlovu District. Its location has a strong in?uence on regional channels of investment, movement and
structuring of the provincial spatial framework for growth and development.
It is the choice of best schools, technikons and university; home of Comrades Marathon, the Duzi, the Midmar Mile, the Royal
and Garden Shows and Art and Cars in the Park; choice of architectural heritage and close association with highly respectable
history of individuals such as Gandhi, Mandela and Paton.
Pietermaritzburg is vibrant African City set in the breathtakingly beautiful KwaZulu-Natal Midlands. Steeped in history that speaks
mainly IsiZulu, Afrikaans, English and Indian in?uences, and a growing number of IsiXhosa speaking after the incorporation
of Umzimkhulu into KwaZulu Natal, with German in?uence on the far eastside of the City and a signi?cant number of Sotho
speaking within the area on the southwestern towns, the City is a cultural treasure-trove brimming with diversity and colour.
First attempts to establish a formal town were made by Afrikaans Settlers in 1838. The IsiZulu speaking people referred to
Pietermaritzburg as “uMgungundlovu”, the “Place of the Elephant” and more appropriately the “Place of the King” signi?es
the Capital City status of the City. It is believed that the City was named after the Voortrekker leader Piet Retief and Gerrit
Maritz. Actually, it is likely that the City was named after Piet Retief because his second name was Maritz. It is also believed that
uMgungundlovu was the Head or Kraal (Isigodlo) of King Dingane.This is the only City in the world that was declared a Capital
City by a set of four different governments: In 1838, it was declared as Voortrekker Republic; during the British annexation of
Natal and Cape under the Union of South Africa in 1910; in 1961 under the Nationalist government and recently under KwaZulu-
Natal Provincial Government in 2004. The City is located at 660 metres above the sea level.
3. DEVELOPMENT CHALLENGES FACING THE CITY OF PIETERMARITZBURG
The City of Pietermaritzburg is not unique from other cities in the world that are caught in the vicious cycle of balancing the
escalation of urban and rural developmental needs and assets management challenges. It is our belief that in a normal environment
where the City is confronted by both new developmental and maintenance needs.
3.1. Msunduzi Municipality Turnaround Strategy
Among the priority areas raised by the PIT, and relevant stakeholders through a series of workshops, the SWOT
analysis was conducted and the issues raised were discussed and agreed to as priority areas:
• Status Quo
The Provincial Intervention Team (PIT) commenced with the identi?cation of poor service delivery,
inadequate controls, failure to conform to legislative requirements, policies, procedures, processes and in
general governance
15
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Turn Around Strategies
The PIT drafted 4 (four) Strategies consisting of a Financial Strategy, a Infrastructure Development Strategy,
a Community Service Strategy and a Good Governance Strategy
• Functional Areas
Functional areas were identi?ed within these Strategic intents in order to draft an appropriate Organogram
for the municipality. The functional areas are aligned with the Turn-Around Strategy
• Political Structure
A political structure was developed in order to deal with the strategies as set out and developed by the PIT
• Administrative Structure
An Administrative structure was developed in order to implement and manage the strategies as set out and
developed by the PIT. The organogram follows a ?at structure to ensure optimal performance within the
administration.
• Status quo of the Functional Areas
The problems and shortcomings identi?ed in the functional analysis stem from the SWOT exercise. The
SWOT analysis revealed that the functional areas were not operating as a coherent unit and therefore rendered
the municipality dysfunctional as a result of inadequate control and mismanagement.
• Allegations, Investigations, Disciplinary-Civil and Criminal Action
The PIT is on an ongoing basis investigating all allegations of mismanagement, fraud and corruptions. This
will continue until such time as deemed necessary. Senior staff has been suspended for further investigation
into serious allegations. It is the intention of the PIT to institute civil and criminal charges against the
perpetrators.
The City Development Challenges as Possible Interventions as 3.2
• Budgets, Financial Recovery and Revenue Enhancement
The Draft Budget was drafted in order to upset the current year de?cit. A ?nancial recovery, revenue
enhancement and cost containment strategy were developed to stabilize the ?nancial affairs of the municipality.
The budget for 2011/2012 that the budget would be based municipality affordability and expenditure would
be cash-backed. All statutory increases were allowed for in the budget and the end result of the revenue
required was used to determine tariffs, provisions were made for non payment of services as well as for a
surplus to cater for the current year’s estimated de?cit.
• Action Matrix Recovery Plan
A recovery plan was drafted in form of action matrix with cost indications. It is envisaged that the Business
Plan will run over a period of 3 years with a total cost estimated a R498 million.
The challenges that we are facing right here are re?ected as an exercise we went through of analyzing and
acknowledging them and were used as the basis to justify our strategies, approaches and sector plans with speci?c
interventions.
16
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2. City Development Challenges and Possible Interventions
NATIONAL KPA PERSPECTIVE CHALLENGE
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
Finance • Mobilizing project ?nance from other funding resources
- Current grant funding is only a basic service level not adequate
• High levels of unaccounted water losses
- The water loss is 35% and the non revenue water total is 63%.
• High electricity losses
Current electricity losses at 8% - part of this
function is outsource to improve ef?ciency
• Shrinking or static revenue base
Short comings in meter-reading system have resulted in inadequate
revenue collection Due to serious nature of this problem, this function
was outsourced recently an electronic water system is piloted which will
remove manual water reading and discourage tampering with meters. If
the system works perfectly this will improve council revenue.
17
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
S
O
C
I
O
-
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
Customer Continued • Promotion of arts and culture coherent, programme must be developed
within the municipality and align it with the District and Department
of Art and Culture programmes among women
Cultural practices have inhibited women from participating in arts and
culture
• Promotion of arts and culture among youth. Devise a coordinated and
cohesive youth development programme within the municipality and
align it with other stakeholders locally, district wide, provincially and
nationally
• Promotion of sports and recreation among women. Cultural practices
have inhibited women from participating in arts and culture
• Promotion of sports and recreation among youth. Lack of coordinated
and cohesive plan at municipal level
• Youth safety and security
Youth as perpetrators and victims of crime due to economic climate
• Illegal dumping
Limited accessibility to dumping areas and lack of education amongst
community (Community Recycling Centres in the Previously
Disadvantaged Areas)
• Ef?cient management of HIV/ AIDS in the work place. Lack of
implementation of work place
• Increase in crime. A constant complaint by community members
during Mayoral Izimbizo
• Reduce accidents and carnage on the roads
Increase in traf?c calming measures
• Increase in incidences of HIV/ AIDS (36.5% prevalence rate in KZN)
36.5% prevalence rate in KZN. HIV/ AIDS is viewed solely as a
health issue. High mortality and morbidity rates, Stigma, myths and
misconceptions.
• Development disparities within the municipal area. Trend indicates
huge backlog particularly in areas like Edendale and Vulindlela
• Clinic services – Mobile services for excluded areas
• Building of new clinics in the newly developed areas
• Programmes – TB, chronic diseases, nutrition & poverty
• Social services
Shelter for abused women and children
Support for vulnerable children
Support for elderly persons caring for orphans
Inadiquate of paypoints within the Municipal area especially in
Vulindlela: Building of Community centres can provide some relief.
• Environment Health Services
Reaching out to newly incorporated areas
18
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
C
O
N
T
I
N
U
E
D
Internal Processes
Continued
• Very high levels of development in the absence of appropriate
environment policies and management plans have resulted in
unsustainable development and environmental degradation. Currently
there is no Environmental Management Plan and System and no Public
Open Space Plan resulting in a lack of compliance with environmental
legislation and the Department of Agriculture, Environment and
Rural Development. A policy on integrated environment was approved
last year and the Department of Agriculture, Environment and Rural
Development have provided R1.7m grant to the Msunduzi to fanalise
an Integrated Environment Plan
• Uncontrolled encroachment of listed alien invasive plants have led to
the deterioration of the quality and cleanliness of the environment.
Lack of compliance with the Conservation of
Agricultural Resources Act- an integrated
environment plan would cater for that
• Devolution of Environmental Health Services
Has led to fragmentation
• Suitable equipment for a legislation-compliant waste disposal facility
Current land?ll site is inadequate
• Decentralization of Fire and Emergency services Requires an increase
in staff complement
• The practice of pro-active ?re prevention and protection methods
Requirement in terms of legislation
• Old and redundant vehicles Capital expenditure needed for ?eet and
equipment replacement programme
• Proper conceptualization and implementation of Disaster management
Currently a lack of a comprehensive Disaster Management Policy
within Council and a Disaster Management Plan
• Lack of coordinated & integrated planning/ duplication of projects
• In order to comply with the provisions of the Expanded Public works
Programme
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
Customer • Rewriting of jobs in compliance with TASK system
Internal Processes • Employment equity plan re?ecting adequate gender balances
Out of a permanent work force of 2945 employees, only 648 are female
as opposed to 2297 male employees. These ?gures may be further
desegregated according to various employment levels.
• Extension of performance management system to entire organization
Currently only SEM’s on performance agreements
Learning and Growth • Too many disintergrated government Stakeholders in communities
• Fragmented record-keeping system
Currently no systematic record-keeping system and lack of
implementation of the Decision Tracker
19
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
Finance • Lack of Finance to ?nance high cost of infrastructure asset
management plan
Customer • Inadequate customer relationship management in line with Batho Pele
principles
• Lack of a comprehensive and integrated communication strategy
• No electronic communication policy and systems to interact with the
public
• Community participation, including the participation of women and
youth in the IDP process
Currently ad hoc approach to community participation
• Skills development/ capacity building for the community
Raised during Mayoral Izimbizo
- Through Corporate Services, Development Services, Community
Development and Infrastructure Services Business units and providers
like FEET, UKZN, some programs would be developed
• Provide a reliable ?eet support to all business units
• Ongoing skills development/ capacity building for employees
Continuous improvement
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
C
O
N
T
.
.
.
.
.Internal Process • Poor communication between Council and industry to support
Council’s application of ICT
- an integrated communication policy to cater for internal and external
customers will be put in place
• Unaligned work processes
- Turn around systems on employment and other processes will be put in
place’
• Corporate governance, including corruption and fraud
- a policy developed by the internal audit was
• Safeguard and control the use of the organisation’s ICT infrastructure
from abuse, damage and loss
• ICT maintenance and troubleshooting
• Application/ implementation of policies
• Limited ?nancial and human resources
- Scarce skills development plan
- Staff retention
- Transfer of skills
• No clarity on corporate programme
• No information security management programme
• No information management strategyAlignment of current initiatives
and forging partnerships Partnership essential for the development of
Steam Rail Tourism
• Upgrade existing systems, new management (Market)
Currently the market has limited capacity and existing systems are
outdated and etc
• Traf?c Management System
Currently there is no Traf?c Management System in place
• Limited ?nancial and human resources
Resulting in a lack of a fully capacitated traf?c control and law
enforcement unit
20
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
F
I
N
A
N
C
I
A
L
V
I
A
B
I
L
I
T
Y
A
N
D
M
A
N
A
G
E
M
E
N
T
Finance
Customer
Internal processes
Learning and Growth
• Levels of outstanding debts
• Liquidity management. Valuation roll to be updated to ensure ef?cient
rates collection
• Recovery of outstanding Fines Currently limited ?nancial and human
resources
• Receipts and processing of invoices timeosly
• Linking budget and Performance
• No integrated customer centre
• Maintaining long term borrowings
• Full compliance with MFMA
• No electronic link or integration with Promis and braud asset register
• No integration/ electronic between Promis and Camis
Mobilizing project ?nance from other cost-effective resources
Current grant funding adequate to provide only a basic level of service,
eg, MIG. There is a need to source additional grant funding in order to
increase the standard/ level of service.
3.3. STRATEGIES TO MITIGATE CITY CHALLENGES
Through the IDP review process, each business unit reviewed its strategies, projects and priorities based on the
requests from various stakeholders within our communities and the Millennium Development Goals below were
used as our targets to measure our performance. Our analysis of our strategies and resources available enabled
the Municipality to present some of our strategies in line with the national targets. The Following Millennium
Development Goals (MDG’s) as adopted by the United Nations (UN) guided the South African Government to
develop the National Goals for the Country:
• Eradication of experience poverty and hunger;
• Achievement of universal primary educators;
• Promotion of gender equality and empowerment of women;
• Reduction in child mortality;
• Improvement of material health;
• Combating HIV/AIDS, malaria and other diseases;
• Ensuring environmental sustainability; and
• Developing a global partnership for development.
Emanating from our analysis in section F under Economic Development business unit, the Municipality has
developed a number of strategies that will underpin our Local Economic Development Plan. Thus far, our District
Municipality in partnership with other municipalities within the district developed the LED framework and
?nalized the City Local Economic Development Plan will be ?ne tuned around the uMgungudlovu District LED
framework.
Speci?c programs and KPIs are re?ected in section I in the IDP that deals with the Organizatonal Performance
Management System to ensure that the City is on the right track to endervour to halve unemployment by 2014. Part
of ?nalizing the economic plan, beside our analysis of the City’s economy in the IDP, speci?c interventions will
be quanti?able in terms of our targets per annum and projected estimates to realize our targets by 2014. The skill
development strategies that are projected in section I in terms of speci?c objectives and KPIs are integral part of our
LED strategies.
• Introducing effective and sustainable poverty reduction strategies Povert reduction strategies cut across
various strategies in the organization, a consolidated povert reduction strategic program will be mooted
during this ?nancial year and clear targets would be set.
• By 2010 – every individual / household should have access to clean running water and sanitation. Basic water
within 200 m for all by 2008 will be provided according our service delivery strategies. Water: Target is to
provide basic water to all residents by 2008/09.
• By 2012 – every individual / household should have access to electricity. Electricity – make 9 840 electri?cation
connections by 2012/13 [that will be an average of 1 640 per annum].
21
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• By 2007 – the bucket system must have been eradicated;
Fortunately, the City dealt with this project quiet earlier and it was reinforced by our VIP projects that caters
mainly for rural communities
• Universal provision of free basic services This was long time implemented and the list grows day by day.
Depending on the growth of our economy and reduction of unemployment, we hope that more and more
people that are classi?ed as indidgent will ?nd themselves back into the economic mainstream and be able to
afford basic life style.
• Access to housing for all by 2014,
- Housing to roll out 2 500 low-income houses per annum.
- Housing: facilitate development or construct 1 000 housing units for middle to high income groups in
Pietermaritzburg.
- Housing: 400 middle-income rental units by 2010/11, ie. 100 per annum. Housing: Subdivide and sell 2 000
stands by 2013/14, ie. 290 stands per annum.
• Sanitation for all by 2010. Sanitation: to provide sanitation to all by 2011/12 [off the National target by 2
years].
• Upgrading of roads: upgrade all gravel roads in Edendale and Vulindlela in 25 years. In order to ensure
accessibility of communities inside out, could mean a moving economy, therefore, our re?ection on 2008/09
capital budget, our main priorities then were based on road upgrades and that intervention links directly with
izimbizo community needs.
Having studied the APEX Priorities, we also considered the review of these priorities by Honourable President JG
Zuma and the State of the Nation Address presented the following 10 priority areas for the new government;
10 Priority Areas from the Medium Term Strategic Framework (2009-2014)
1. Speed up Economic Growth and transform the economy to create decent work and sustainable livelihoods.
2. Introduce a massive programme to build economic and social infrastructure.
3. Develop and implement a comprehensive rural development strategy linked to land agrarian reform and food
security
4. Strengthen the skills and human resources base.
5. Improve the health pro?le of all S. A.
6. Intensify the ?ght against crime and corruption.
7. Build cohesive, caring and sustainable communities.
8. Ensure sustainable resource management and use
9. Pursue African advancement and enhance international corporation
10. Build a developmental state, by improving public services and strengthening democratic institutions.
Through the IDP review, the municipality re?ected on these 10 priority areas and recommended an alignment of
Sector Plans with a view to reconstruct the GEDI (Greater Edendale Development Initiative) and Vulindlela Rural
Development Initiative into development agencies and to align with the new National and Provincial Departments
and government initiatives to facilitate such initiatives at the local government sphere.
Aligning the Municipal 10 Point Plan (Municipal Turnaround Strategy) in relation to the Medium Term Strategic
Framework. The Msunduzi Turnaround strategy was developed along the following Local Government Turnaround
10 Point Plan:
1. Improve the quantity and quality of municipal basic services to the people in the areas of access to water,
sanitation, electricity, waste management, roads and disaster management
2. Enhance the municipal contribution to job creation and sustainanble livelihoods through Local Economic
Development (LED)
3. Ensure the development and adoption of reliable and credible Integrated Development Plans
4. Deepen democracy through a re?ned Ward Committee model
5. Build and strengthen the administrative, institutional and ?nancial capabilities municipalities.
6. Create a single window of coordination for the support, monitoring and intervention in municipalities
7. Uproot fraud, corruption, nepotism and all forms of maladministration affecting local government
8. Develop a coherent and cohesive system of governance and a more equitable intergovernmental ?scal
system
9. Develop and strengthen a politically and administrative stable system of municipalities
10. Restore the institutional integrity of municipalities
22
Msunduzi Municipality Integrated Development Plan 2011 – 2016
In developing the under-mentioned priority areas, the Local Government 15 priorities as following were taken into
considerations and a number of possible interventions were identi?ed and recommended.
1. Accelerate the service delivery programme on basic services; water, sanitation, electricity, human settlements,
refuse removal, roads etc
2. Address immediate ?nancial and administrative problems in municipalities
3. Regulation to stem indiscriminate hiring and ?ring
4. Eliminate fraud and corruption in municipalities
5. Ensure and implement a transparent municipal supply chain management system
6. Strengthen Ward Committee capacity and implement new ward governance model
7. Include national and provincial commitments in IDPs
8. Differentiated responsibilities and simpli?ed IDPs
9. Funding and capacity strategy for municipal infrastructure
10. Restructure the Municipal Infrastructure Grant (MIG) and Local Government Equitable Share
11. Intergovernmental agreement with metros and 21 cities on informal settlement upgrade
12. Rearrange capacity grants and support programmes, including Siyenza Manje
13. Upscale Community Works Programme
14. Implement Revenue Enhancement – Public Mobilisation campaign
15. Launch ‘good citizenship’ campaign, focusing on governance values to unite the nation
Having noted the achievements made by the Provincial Government for the KwaZulu-Natal , the following
achievements are listed to indicate possible spinoffs for the City’s economic growth path:
• More than R21,6 billion investments were injected towards infrastructure programmes
• Moses Mabhida Stadium is completed particular to host FIFA Word Cup Games
• Dube Tradeport and King Shaka International Airport are almost complete
• Upgrade of World Cup training facilities which includes Harry Gwala Stadium in the City
• More than 2 million people in the KZN had access to electricity, water and sanition.
Summary of developmental challenges or priorities raised by the Premier of the Province of KwaZulu-Natal, Dr
Zweli Mkhize during his inauguration, where he highlighted the following priorities:
1. Develop a plan of action in relation to governance and principles of continuity in change.
2. Empowering and strengthening government institutions including Local Government and Local Economic
Development.
3. Address special needs in commercial and rural agriculture through mobilization of required resources such
as capital, skills and training.
4. Strengthening education, social and health care services.
5. Aligning the Provincial economy with the rest of the country and the world through technological skills,
trade, services, investments, etc.
6. Transforming the bureaucratic nature of public administration to a responsible government that is driven by
objectives and targets.
The State of the Nation Address by President JG Zuma.
President Jacob Gedleyihlekisa Zuma of the Republic of South Africa addressed National Parliament and the nation
as a whole amid pomp and ceremony in Parliament, Cape Town in the evening of February 2011.
He declared 2011 as the Year of Job Creation and set aside R9 billion to assist both the Public and the Private Sectors
to create opportunities for employment of the unemployed in South Africa.
23
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Both the President and the Premier of KwaZulu-Natal called to the nation to be decisive on how we spend our
resources, and work towards achieving our goal in ?ghting HIV and Aids epidemic in south Africa following in the
footsteps of our icon Tata Mandela when he devoted his life in the betterment of the masses.
Our President and our Premier called for commitment from the nation to work together to achieve our goals by
addressing the following priorities:
1. Rural development/Agrarian reform and food security
2. Creating decent work and economic growth
3. Fight crime
4. Education
5. Health
6. Nation building and Good Governance
A concerted effort between private and public sector partnerships were fundamentals in reaching the goals and
vision of our beautiful South Africa. Both the President and the Premier called the nation to use the upcoming FIFA
world cup as an opportunity to create growth and reach our fullest potential.
4. THE PURPOSE OF THE IDP
4.1. CONSTITUTIONAL AND LEGAL DICTATES
The Constitution of the Republic of South Africa puts into context the role that local government has to play within
the broader spectrum of government, governance, democracy and development. Of particular importance are:
• Chapter 3: Co-operative Government
• Chapter 7: Local Government
• Chapter 10: Public Administration
• Chapter 12: Traditional Leaders
• Chapter 13: Finance
• Part B of Schedules 4 & 5
Furthermore, the Constitution has given rise to a range of enabling legislation, critical to the transformation of local
government. For example, inter alia:
• Municipal Structures Act, 1998;
• Municipal Systems Act, 2000;
• Municipal Finance Management Act, 2003;
• Municipal Property Rates Act, 2004; Etc.
4.2. THE REVIEW OF THE IDP IN ACCORDANCE TO STATUETTES
In accordance with Chapter 5 of the Municipal System Act, 2000, the IDP is intended to provide spatial, institutional,
social, economical, infrastructural, environmental and technological solutions to our City challenges.
The basis and the justi?cation for this review process emanates from the legislative mandate, Section 34, Chapter
5 of the Local Government Systems Act, act 32 of 2000 as amended, quoted below.
“Annual review and amendment of integrated development plan
A municipal council –
(a) must review its integrated development plan;
(i) annually in accordance with the assessment of its performance measurements in terms of section 4;
and
(ii) to the extent that changing circumstances so demand; and
(b) may amend its integrated development plan in accordance with the prescribed process”
24
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5. SCOPE OF THE IDP
The very ?rst Integrated Development Plan for the City was completed in June 2002, and through that document, progress reports
were prepared and presented intended to address those IDP gaps highlighted by the MEC for Local Government, Housing and
Traditional Affairs. In October 2002, the Municipality realized that the cost for backlogs and new challenges in the City surpasses
the limited budget that we had, then the application for the Restructuring Grant was prepared. It was through the Restructuring
Grant that enabled the Municipality to embark on projects linked to the City’s Revenue Enhancement Program, almost thirty
projects, including the City Hub and Organization Transformation were identi?ed.
This is the eighth review process of the IDP, whereas the Restructuring Grant went through third IDP review process. Other
sources of funding such as Municipal Infrastructure Grant (MIG), Expanded Public Works Program (EPWP), Municipal Capital
and Operating budgets and grants from MIIU, DPLG, DBSA, National Treasury, made signi?cant impact on the City’s revenue
enhancement, institutional capacity and service delivery.
This document is intended to cover the following:
(i) Compiling and documenting a consolidated assessment of the attributes of, and the existing level of development within
the municipality (current reality)
(ii) Identify the basic needs of the residents using reputable data available
(iii) Collecting information on potential programmes and projects which have been identi?ed
(iv) Establishing development priorities for the municipal area
(v) Preparing a set of objectives to form the context for the development a broad policy framework as part of the comprehensive
IDP
(vi) Identifying the key elements of this policy framework including a spatial framework plan, disaster management etc
(vii) Formulating development strategies
(viii) Assessing the potential projects identi?ed within the context of addressing basic needs and development priorities and
formulating new projects
(ix) Formulation of a prioritized list of projects
(x) Development of the City Scorecard that can be translated and linked to the long term planning based on re-imagining
Pietermaritzburg beyond 30 Years as propagated by the South African Cites Network (SACN in the form a City Development
Strategy) and Local Government, Housing and Traditional Affairs
(xi) Identifying the institutional structure and arrangements required to ensure the ef?cient functioning of and operation of
the municipality
(xii) Providing the basis for the preparation of a capital and operating budget for the 2010/2011 ?nancial year
(xiii) Providing a framework to guide public and private sector investments and developmental activities.
6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
6.1. THE IDP REVIEW PROCESS
The review process of the IDP had culminated in the development of clear strategic interventions, programs and
projects and possible solutions towards the City Challenges. This process has located Community Participation as a
cornerstone and as a guide in reviewing our IDP and much was learnt through the analysis of the community needs
that resulted in the following ?ndings.
6.1.1. Community Participation
a. The process leading to the budget for ?nancial years 2005/06, 2006/07, 2007/08, 2008/09, 2009/10, 2010/11
and 2011/12 the Mayor her team comprised of “members of Exco and councilor and management”
consulted with various communities through izimbizo (community consultative meetings) that were
held across the City representing ?ve Area Base Management areas or zones of the Municipality. Those
izimbizo were intended to showcase the draft budget/IDP for ?nancial years 2005/6, 2006/07, 2007/08,
2008/09, 2009/10 and 2010/2011 in preparing for 2011/12 ?nancial year. The needs as expressed by
communities would be made available on request as a set of report that accompanied the approval of
the IDP by Exco and Full Council.
25
Msunduzi Municipality Integrated Development Plan 2011 – 2016
b. Various consultations and engagements with various stakeholders such as ward committees, the
partnership called Msunduzi Initiative for Development Innovations which is comprised of the
University of KwaZulu-Natal (UKZN-PMB) , Pietermaritzburg Chamber of Business (PCB) and
Msunduzi Municipality invited diverse interest groups on 20-21 October 2009 to the City Strategic
Summit to identify possible strategies and practical interventions on local economic environment,
training for economic growth and sports to turnaround the live of city residents. A list of projects
were identi?ed and possible action plans would be developed by all stakeholders whereby different
champions would be assigned tasks through different task teams that will be accountable to different
clusters and those interventions would be aligned to the IDP Review Process.
c. It must not be forgotten that part of developing this IDP, emanated from the lessons that we learnt
during the Department of Provincial Local Government (DPLG) and the South African Cities
Network (SACN) hearings by nine cities in South Africa that are member cities of SACN, jointly
producing almost 80% of the Gross Domestic Products (GDP). Again those hearings held by DPLG
subsequent years through Multi-Sector Departments IDP Assessment Workshops and stakeholders
forums in April assisted the Municipality in assessing its IDP. The Process Plan for 2010/11 that was
approved by Full Council last year was drafted on the basis of those IDP gaps identi?ed by the Inter-
departmental Team through the leadership of the Department of Local Government and Traditional
Affairs.
d. The preparation and consolidation of the IDP programs and projects were informed by izimbizo
minutes and report, master plans, SBUs strategic plans, submissions from ward needs, inputs by some
stakeholders and submission by Ward Committees. When the ward committees were re-established
in November 2007, during Budget/IDP reviews in May 2008, the ward committees supplemented the
list of ward needs that were previously populated during the public participation meetings. There
is a program to capacitate the ward committees to avoid them from becoming inactive like most
ward committees in municipalities before. Some of the inputs came from interest groups like LA21,
religious leaders, University of KwaZulu-Natal (UKZN) and Chamber of Business (PCB) under the
Memorandum of Understanding (MOU).
6.1.2. Ward-based City Challenges from Izimbizo meetings
It is the hope and commitment of the IDP that in a very near future once the Municipality ?nalized the
Ward-based pro?le through a localized survey, the budget and the IDP will be based on ward plans using
the Community Based Planning (CBP) process. In developing the budget and the amendments of the IDP,
Izimbizo minutes and report guided the review process for 2011/12.
Whilst some attempts were made to address those gaps identi?ed by the Inter departmental Team, we
have acknowledged that the process to develop comprehensive plans is a process on its own, which can not
be completed within one ?nancial year. We are proud to say that some of the plans that were previously
unavailable and now are in place, such as the 5 Year Financial Plan, Environmental Policy, Environmental
Framework, etc.
The izimbizo analysis is a comprehensive list of needs based on a number of frequency a need reappears on
surveys conducted during izimbizo ward committees submission, minutes of izimbizo, feedback from meetings
of ward councilors as they are supported by attendance registers and submissions by interest groups.
As part of the IDP review, all Strategic Business Units (SBU) were requested to break away for their strategic
workshops and the izimbizo minutes and report were circulated to them to guide discussions on prioritization
of needs and projects.
26
Msunduzi Municipality Integrated Development Plan 2011 – 2016
6.1.3. Ward-based needs
Mayoral Izimbizo meetings held in 4th December 2010 and consultative meetings with various interest
groups and stakeholders held meetings prior and on 20th April 2011 on the draft budget for 2010/11 and
IDP, including the submissions from Ward Committees and ?ve traditional leaderships (Amakhosi), have
categorized needs according to ward needs and national key performance areas (KPA’s). Surveys conducted
during the course of the Izimbizo have been analyzed according to ?ve management areas of the Municipality.
A consolidated analysis including the minutes and the surveys has been compiled. All of the above analyses
provide an indication of needs of community members as:
• City - wide level
• Management area level, and / or
• Ward level.
6.1.4. Prioritisation of Community Needs
The table below indicates issues that have been raised by the community in terms of their importance. Taken
from both the minutes and the surveys, needs and/ or issues of importance have been categorized according
to the 5 national KPAs with a speci?c emphasis on 3 national KPAs based on their ranking. Last year on 4th
December 2010, the City Mayor, the members of Executive Committee and the Management Committee held
public consultations to maximize the public participation of members of public and various stakeholders on
the development agenda of the municipality.
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
NUMBER OF
RESPONSES
LOCAL ECONOMIC
DEVELOPMENT
NUMBER OF
RESPONSES
SOUND
GOVERNANCE
NUMBER OF
RESPONSES
Electricity 13 Youth Development 7 Ward Committees 13
Housing 12 Health Services 7
Roads 14 Waste Management 5
Sanitation 4 Community Facilities 10
Water 6 Poverty Eradication 8
Job Creation 8
Crime 4
Land Acquisition 10
Some of the above areas have peculiar, historical and strategic needs that have been expressed for several years and their resolution
would make a signi?cant difference in the lives of those communities. Vulindlela Area has for years expressed the need for access
roads in almost all the nine wards. Where the access roads have been constructed, they are left in a messy state that when it rains,
the roads cannot be used. The other strategic need that people in Vulindlela have expressed is the need for rural housing. The
Greater Edendale Area has for more than a decade expressed the need for private land to be purchased from private landowners
so that development could be implemented in the area. They are requesting that the process be fast-tracked since Department of
Land Affairs, Fisheries and Forestry has offered funding for this purpose. 2011 has been declared the year for Job Creation, which
therefore means that we are called upon to work together with the private sector and communities to create jobs for unemployed
people.
27
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ALIGNING THE BUDGET WITH THE COMMUNITY NEEDS AND MATTERS OF GOVERNANCE
The Msunduzi Municipality is committed to redressing and addressing the needs of the citizens of the City and value the inputs
that are made during the izimbizo, ward committee meetings, stakeholder consultations and concerns raised in our complaints
register. During the period of May and December 2010, the IDP and Budget consultations with members of public and various
stakeholders as well as consultations and engagements that were held with members of public and stakeholders in May 2010
with members of parliament under the Parliamentary Adhoc Committee, the Municipality will endeavor to respond to some
of the issues and concerns raised during those consultations, indeed under the limited resources and ?nancial constraints. The
Msunduzi Municipality through the Turn-around Strategy, which forms the basis of the IDP and draft Budget for 2011/2012 and
beyond, is committed to turnaround the municipal ?nancial crisis and improve the ef?cacy of governance and service delivery. The
following observations underpin our understanding of the community needs and the needs that will be raised at the consultations
scheduled for the 11th January 2011 for stakeholders prioritization engagement session and April 2011 for draft budget and
IDP consultations. It must be noted though that the approach to consider some of the needs raised by various stakeholders, the
following approach will dictate:
• City-wide level;
• Management area level; and/ or
• Ward level.
Ideally, the ?nalization of the budget is to balance the budget allocations on prioritized community needs and address matters of
governance as dictated by the Msunduzi Turn-Around Strategy.
Graphically, this is represented as follows:
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
ANALYSIS OF DEVELOPMENT REQUESTS
156 IDP Review forms were used as a sample of the Development requests from various Wards within the Municipality
142 forms had ward numbers recorded on them
14 forms did not have any wards recorded on them - therefore were not used in the analysis of development required in the various
wards
Form the 142 forms - 609 development requests were received
The following is a summary of the development requests, number of requests and overall percentage
1 Construction of Roads 107 17.56% Basic Service Delivery and Infrastructure Development
2 RDP houses 67 11% Basic Service Delivery and Infrastructure Development
3 Job opportunities 45 7.38% Local Economic Development
4 Infrastructure maintenance/Basic Service Delivery 44 7.22% Basic Service Delivery and Infrastructure Development
5 Electricity 39 6.40% Basic Service Delivery and Infrastructure Development
6 Sporting facilities 33 5.41% Community and Social Services
7 Community Halls 28 4.59% Community and Social Services
8 Streetlights 28 4.59% Basic Service Delivery and Infrastructure Development
9 Toilets 28 4.59% Basic Service Delivery and Infrastructure Development
10 Water shortage 25 4.10% Basic Service Delivery and Infrastructure Development
11 Child grants/Pensions/HIV/AIDS 23 3.77% Community and Social Services
28
Msunduzi Municipality Integrated Development Plan 2011 – 2016
12 Resources/Public Participation 23 3.77% Good Governance & Public Participation
13 Clinics 17 2.79% Community and Social Services
14 Learnerships/Youth Empowerment 15 2.46% Local Economic Development
15 Libraries 13 2.13% Community and Social Services
16 Creches 12 1.97% Community and Social Services
17 Schools 12 1.97% Community and Social Services
18 Agricultural Support/Garden Projects 12 1.97% Community and Social Services
19 Crime prevention/Community Safety 9 1.47% Community and Social Services
20 Bridges 7 1.14% Basic Service Delivery and Infrastructure Development
21 Bus / Taxi Stop Shelters 5 0.82% Community and Social Services
22 Tractors 4 0.65% Community and Social Services
23 Transportation 3 0.49% Community and Social Services
24 Facilities for Training Skills and Job Creation 3 0.49% Local Economic Development
25 Youth Centre 2 0.32% Community and Social Services
26 Fencing 2 0.32% Community and Social Services
27 Shopping Centres in the centre of Elandskop area 1 0.16% Community and Social Services
28 Free education 1 0.16% Community and Social Services
29 Budgeting per region 1 0.16% Financial Viability and Management
609 100.00%
Analysis of National Key Performance Areas in relation to the above Development requests
Basic Service Delivery and Infrastructure Development 56.60%
Community and Social Services 28.99%
Local Economic Development 10.33%
Good Governance & Public Participation 3.77%
Financial Viability and Management 0.16%
100.00%
6.2.4 Msunduzi Municipal Turnaround Strategy
In preparation for the budget 2010/11 the MEC for the Department of Cooperative Governance and Traditional
affairs intervened in terms of Section 139 (b) of the MFMA, 2003, and the Provincial Intervention Team was
deployed to investigate mismanagement in the management and operations of the organizations through the
strategic planning and consultations with various stakeholders inside and externally, the PIT developed the
Business Plan and strategies to turnaround the ?nances and operations of the municipality.
The following critical projects were identi?ed to turn around the municipality’s ?nances.
• Water District Meters
• Protective Structures Electricity
• Cleansing of Debtors Data
• Consolidation of Billing
• Credit Control
• Debt Collection
• Demand Management Electricity
• Eskom Negotiations
• Surcharge
• Leverage
• Illegal Entities
6.3. MEC’s comments on the 2010/11 IDP
It is the intention of the IDP team and other IDP committees to ensure that the gaps as identi?ed by the MEC for
the Department of Local Government and Traditional Affairs and Auditor General Comments (Provincial) are
addressed accordingly and interventions are planned properly. The following are the gaps and projects as identi?ed
by the MEC in 2010/2011 review.
29
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Part of the review is to ensure that those gaps are considered, planned interventions then implement plans where
possible by 2010/2011 IDP review.
These are critical comments as they were raised by the MEC for Local Government and Traditional Affairs as
categorized and summarize as following.
Municipal Transformation and Institutional Development
• The Organisational Score-card needs to indicate progress with regards to the previous year’s targets and how
they have in?uenced the setting of the 10/11 targets.
• Your IDP review must be in accordance with the assessment of your performance measurements in terms of
Section 4 of MSA.
• In terms of the Institutional Capacity, I note that it is aligned to Powers and functions and that critical posts
like that of the Municipal Manager are vacant.
• A number of the Human Resource (HR) Policies / Strategies have been developed including the Staff
Retention, Employment Equity and Workplace and workplace skills Plan.
Local Economic Development
• Local Economic Development is institutionalised in terms of management arrangements that are in place to
support LED
Basic Service Delivery and Infrastructural Investment
• Your IDP has prioritised reducing backlogs in water, sanitation and electricity and the provision of Free Basic
Services to the indigent.
Financial Viability and Financial Management
• The implementation of your Recovery Plan needs to occur in order to improve ?nancial viability and
sustainability in your municipality.
Good Governance and Community Participation
• The status of the Communication Plan / Strategy needs to be clari?ed in the 2011 / 2012 IDP
Spatial Development Framework
• Further improvement is required in terms of spatially representing your capital projects, especially in light of
your municipality forming part of the Western Corridor Development.
6.4. Auditor-General’s Findings
It was disappointing that the Msunduzi Municipality received a quali?ed opinion from the Auditor-General for the
Financial Year 2009/2010.
Section 166 of The Municipal Finance Management Act No. 56 of 2003 requires every Municipality to have an active
and participative Audit Committee which must serve as an advisory body on matters relating to (i)internal audits
(ii)controls (iii)risk management (iv)accounting policies (v)review of ?nancial statements and (vi) performance
evaluation amongst others.
Having the Municipality receiving a quali?ed report, some of the issues raised by the AG were mentioned under the
Executive Summary in details and the Municipality is determined to address those issues in order to strive for an
unquali?ed opinion for 2009/2010 and beyond.
The Audit Committee exists and responsible to follow up on AG Findings and to ensure that an Action Audit Plan
is developed to address those gaps as identi?ed by AG. The following indicates those comments raised by the AG
and course of action thereof by the Municipality.
30
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Auditor General’s Comments
Msunduzi Municipality
Auditor General’s Management Letter Issues Summary
Regularity Audit for the year ended 30 June 2010
Line Item Page Description Findings Management Responses
Property, Plant
& Equipment
26 Zero Value and
R1 Assets
In terms of GRAP 17 paragraph 61, the residual value
and the useful life of an asset shall be reviewed at least
at each reporting date and, if expectations differ from
previous estimates, thechange(s) shall be accounted for
as a change in an accounting estimate in accordance
with the Standard of GRAP on Accounting Policies,
Changes in Accounting Estimates and Errors.
Paragraph 10 further de?nes: -
The residual value of an asset is the estimated amount
that an entity would currently obtain from disposal of
the asset, after deducting the estimated costs of disposal,
if the asset were already of the age and in the condition
expected at the end of its useful life.
Useful life is: by an entity
From a review of the ?xed asset register we identi?ed
43,517 items of furniture and equipment with a gross
carrying amount of R34 (2009: R34) being included
in the ?nancial statements at a R1 or zero net carrying
amount whilst still being in use.
Due to the lack of information, it was not feasible to
conduct any alternative procedures to determine the
effect on the valuation of the furniture and equipment
included in the ?nancial statements at R26,249,355
(2009: R26,963,596) and the related depreciation and
fair value adjustments that may have been necessary.
Consequently, I did not obtain suf?cient appropriate
audit evidence to satisfy myself as to the valuation of
furniture and equipment.
As a result of delays in getting approval for
expenditure for the appointed service to commence
with the update of the asset register with the
revaluation of fully depreciated assets in 09/10
?nancial year the exercise had to moved forward to
the10/11 ?nancial year. Approval for expenditure was
granted by the expenditure committee on 15/9/2010.
Updates to the asset register with the revaluation of all
fully depreciated assets have commenced and will be
completed by November 2010.
31
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Investment
Property
27 Valuation &
Completeness
of Investment
Property
As disclosed in note 9 to the ?nancial statements,
included under land and buildings of R395,184,719,
are items that meet the de?nition of investment
properties. In the prior period, the valuation roll was
used as the basis to identify and capture all owned
vacant land as investment property to the value of
R534,167,000. This balance has been carried forward to
the current period. The amount recorded in the prior
period did not include buildings that were rented out
and were not adjusted for retrospectively as required
in terms of GRAP 16 and GRAP 3 respectively.
Management has recently commenced with an exercise
to identify and appropriately value and record these
investments properties; however, this exercise is only
planned for completion in the 2010/2011 ?nancial year.
From the review of the ?xed asset register, the following
investment properties were identi?ed with zero values
assigned to them:
No meaningful comparison could be made between the
properties listed in the name of the municipality from
the valuation roll to the properties listed in the ?xed
asset register, as the properties recorded in the valuation
roll does not assign values separately to land and
separately to buildings but rather to the entire property.
Vacant land, however, is recorded separately on the
valuation roll, which was used by management to record
the investment properties relating to land.
Due to the lack of information, it was not feasible
to conduct any alternative procedures to determine
the effect on the valuation and completeness of
the investment properties as well as accuracy and
completeness of the related depreciation and fair value
adjustments that may have been necessary.
As discussed with the Auditor the process to
identify all investment property was delayed due to
various reasons. However the contract to identify all
investment property in compliance to Grap 16 was
awarded on 14 September 2010 and it is envisaged
that the project will be completed by January 2011.
The asset register will then be updated with this
information as per the Auditors recommendations
ie in terms of the requirements of Grap 16 with the
adjustments being accounted for retrospectively in
terms of the requirements of Grap 3.
29 Overstatement
of value of
Hollingwood
The auditor was taken on 20 October 2010 to physical
verify this land where it was noted that the land shown
to the auditor was not representation of R220 million
worth of land. Upon enquiry with the asset manager, we
were referred to the valuations manager on the valuation
of the land viewed as Hollingwood.
The valuations manager who indicated that it
was not one piece of land but rather consisted of
approximately 50 section making up the total property
and where pieces of properties that were adjacent to
each other and were owned by the same person, the
value was recorded under one line in the valuation
roll with the rest of the pieces recorded at nil value.
Given this new information, a list of Hollingwood
properties with the corresponding ERF number was
then extracted from the valuation roll as listed below:
The total extent was determined to be 212,074 square
meters.
A comparison was then made with other properties
in the same Hollingwood area to determine the value
per square meter for this area where the following was
determined:
Our ?ndings were then discussed with the valuations
manager, where he con?rmed that there had been an
error with the valuation of this Hollingwood property
owned by the municipality and that the more realistic
value of this property is R5,580,000 and that the
valuation roll would be amended accordingly.
As a result, investment property in respect of the
Hollingwood property has been overstated by
R214,420,000 and the accumulated surplus is also
overstated by this amount.
The valuation roll entry for Hollingwood re?ects 29
properties owned by The Msunduzi Municipality. The
master entry is shown as Erf 27 Hollingwood with a
G.V.market value of R220,000,000 and the remaining
28 erven are correctly listed as slaves with no values.
At its effective date 1 July 2009 the valuation roll
re?ected the value of the abovementioned property at
R220,000,000. However when a tolerance check was
undertaken it was discovered that the Hollingwood
property was incorrectly valued and corrective
measures were taken to adjust this value with the
correct value of R5,580,000 in the supplementary
valuation roll (4) which will become effective on 1
April 2010. Subsequently the asset register will also
be adjusted with the correct value in the current
2010/2011 ?nancial year.
32
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
32 Awards to
persons in
service of the
state & service of
the Municipality
In terms of the SCM policy and SCM regulation 44
awards may not be made to a person –
· who is in the service of the state
· if that person is not a natural person, of which
any director, manager, principal shareholder or
stakeholder is a person in the service of the state; or
· who is an advisor or consultant contracted with
the (municipality/municipal entity) . In order to
determine whether a potential provider is in service
of state, SCM regulations 13(c)(i) & (ii) requires that
a written quotation or bid should not be considered
unless the provider who submitted the quotation or
bid has indicated
Whether he or she is in the service of the state, or
has been in the service of the state in the past twelve
months.
· If the provider is not a natural person, whether any
of its directors, managers, principal shareholders or
stakeholders is in the service of the state or was in the
service of the state in the previous twelve months.
To determine whether a potential provider is in service
of the municipality reliance is also placed on the
declarations in terms of the following requirements:
· In terms of Section 7(1) of the Code of conduct for
councillors as promulgated by schedule 1 of the
Municipal Systems Act, when elected or appointed, a
councillor must within 60 days declare their ?nancial
interests in writing to the municipal manager and any
change in the nature or detail of the ?nancial interests
of a councillor must be declared in writing to the
municipal manager annually.
· In terms of section 5(1) of the Code of conduct for
municipal staff members as promulgated by schedule
2 of the Municipal Systems Act, a staff member of a
municipality who, or whose spouse, partner, business
associate or close family member, acquired or stands
to acquire a bene?t from a contract concluded
with the municipality, must disclose in writing full
particulars of the bene?t to the council.
· In terms of SCM regulations 46(2)(e) an of?cial or
other role player involved in SCM must declare to the
accounting of?cer details of any private or business
interest which that person, or any close family
member, or partner or associate, may have in any
proposed procurement, or in any award of a contract.
As part of the audit process on SCM, the application
of computer assisted audit techniques (CAATs) was
used in order to identify persons associated with the
Municipality, who might have a vested interest in
private companies.
Disagree. As discussed with CFO (acting), SCM
cannot respond to query 1.1 Ex.55 – Awards to persons
in service of the state in that this information is
unknown to SCM if not declared up-front. However,
there exists a declaration of interest form in all bid
documents and this is also clearly de?ned in the
Council’s SCM policy. These documents are available
on request.
Please be advised that SCM Reg 46(2)(d) deals with
SCM staff only and not staff outside the SCM unit.
Almost all staff, except two re?ected on the table
above are outside the SCM unit. Moving forward,
in future all new database applications will be sent
to CIPRO for analysis in order to determine if any
con?ict of interest has occurred.
Our audit also revealed 10 suppliers, with payments
to the value of R2,304,193 which were made to
persons or entities whose directors/members/principle
shareholders/stakeholders were in service of the
municipality.
33
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
37 Three quotations
not obtained
In terms of SCM regulations 12(1)(c) a SCM policy must
provide for procurement of goods and services by way
of formal written price quotations for procurements of
a transaction value over R10 000 up to R200 000 (VAT
included).
In terms of SCM regulations 17(1)(a) and (b) quotations
must be obtained in writing from at least three different
providers whose names appear on the list of accredited
prospective providers of the municipality or if not from
the list, from providers that meet the listing criteria in
the SCM policy.
In terms of SCM regulations 17(1)(c) if it is not possible
to obtain at least three quotations, the reasons must be
recorded and approved by the CFO or his designate.
The following goods or services of a transaction value
of R10 000 to R200 000 were procured without inviting
at least three written price quotations from accredited
prospective providers or providers that meet the listing
criteria and the deviation was not approved by the CFO
or his designate:
10 contracts were for the total contract value of
R1,306,976 was selected for testing for which 5 contracts
to the value of R617,306 were found not to have
quotations obtained .This represents a 47% error rate on
the sample selected for auditing.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R449,964.
1.1 SCM (5) Q7 OF 09/10 Supply and Delivery of 12
Box Body Trailers
1.1.1 No suitable accredited service providers
were identi?ed on the supplier data base, the
tender notice was then placed on Municipal
Notice Boards
1 .1.2 Four companies collected tender documents.
1.1.3 Two tenderers responded on the closing date
and time.
1.1.4 The evaluation process re?ected that prices
were within comparable range and both
companies were reputable.
1.1.5 The award was made to the only responsive
tenderer which was also the lowest price
received.
1.1.6 The tender form has been signed as per the
records on the ?le. Not detected by Auditor
General
1.2 SCM (5) Q43 of 09/10 Repair Perkins 152 Engine
1.2.1 due to no suitable providers being identi?ed
on the SCM Data Base the tender notice was
placed on Municipal Notice Boards.
1.2.2 Three companies collected documents.
1.2.3 Only one tender was received at the time of
close of tender.
1.2.4 The price was veri?ed by Business Unit as
being market related.
1.2.5 The award was made in councils best
interest
1.3 SCM (5) Q21 OF 09/10 Architect for the Design of
Mason’s Clinic1.
1.3.1 Due to limited registered Architects on the
SCM Data Base the tender notice was placed
on Municipal Notice Boards
1.3.2 Two tenderers attended the compulsory site
inspection meeting and only one company
submitted a response to the invitation.
1.3.3 The award was made to the only tenderer at
a sum of R42 853 including vat and not R136
800 as re?ected on the report by the Auditor
General.
1.4 SCM (2) 3 OF 09/10 Upgrade of Waterfall Road in
Esigodini, Edendale
1.4.1 This was a competitive Bid over R200 000
and was publically advertised. Although the
cost came in under R200 000 this does not
follow the 7 day quote process.
1.4.2 The Auditor General’s Report is incorrect
as twenty-seven (27) tenders were received
at the time of tender closing. A copy of the
tender opening meeting register can be
found on the contract ?le.
1.5 SCM (4) 18 OF 09/10 Proposed New Additions
and Alterations to Zwartkop (Phase 1)
1.5.1 In addition to suppliers identi?ed on the
Data Base, the notice was placed on the
notice bard to encourage competitive
bidding. The Auditor General’s Report is
incorrect as eight(8) tenders were received
at the time of tender closing. A copy of the
tender opening meeting register can be
found on the contract ?le
34
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
39 Awards without
proof of tax
clearance
In terms of SCM regulations 43(1), an award above R15
000 should not be made to a person whose tax matters
have not been declared by SARS to be in order.
The following bids were awarded to providers who
failed to provide proof from SARS that their tax matter
are in order or the municipality failed to provide proof
of obtaining such clearance of attempting to obtain
it: 10 contracts were for the total contract value of
R1,306,976 was selected for testing for which 2 contracts
to the value of R261,481 were found not to have proof
of tax clearance certi?cates .This represents a 20% error
rate on the sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R192,360.80
SCM (5) Q2 of 09/10 Supply and Delivery of
Computer Desktops and
SCM (4) Q32 of 09/10 Proposed MV Alterations from
Nxele Street, Darvill
Noted. Through veri?cation will be undertaken in
future
40 Final award/
recommendation
to the accounting
of?cer not made
by a properly
constituted
adjudication
committee
In terms of SCM regulation 29(1) & (2), a bid
adjudication committee must. Depending on its
delegations, make a ?nal award or a recommendation to
the accounting of?cer to make the ?nal award; or
• make another recommendation to the accounting
of?cer how to proceed with the relevant procurement.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 3
contracts to the value of R1,588,651 were found not
to have minutes on ?le as evidence that the awards
were made by a properly constituted adjudication
committee .This represents a 6% error rate on the
sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R1,280,939.
Disagree with AG ?ndings in that all contracts listed
above were awarded by the BAC, resolutions of which
are available on request albeit that these resolutions
may not have been placed in the contract ?les but ?led
separately.
42 Invitation of
competitive bids
not advertised in
a newspaper
In terms of SCM regulations 22(1)(b)(i) invitations to
prospective providers to submit bids must be by means
of a public advertisement in newspaper commonly
circulating locally, the website of the municipality or
any other appropriate ways.
During the review of the Tender Files for Contracts
relating to the 2010 ?nancial year there was no evidence
on ?le that the invitation to tender was made by means
of a public advertisement in a newspaper commonly
circulating locally, the website of the municipality/
municipal entity or any other appropriate ways, which
may include advertising in the Government tender
bulletin, for the following contracts.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 2
contracts to the value of R5,288,803 were found to have
been awarded without being advertised. This represents
a 21% error rate on the sample selected for auditing.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R278,869.
SCM (2) / 12 OF 09/10 - Agree, adverts will be placed
on contract ?les in future.
SCM (3) / 31 OF 09/10 – Disagree, there is evidence
that this contract was advertised under Contract No.
SCM (3)/03 of 09/10 and biders under this contract
were not responsive. It was thereafter decided that
bids be called for on a selected/closed tender basis
under contract SCM (3) / 31 OF 09/10
35
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
44 Bids not
recorded in the
register of all
bids received
In terms of SCM regulations 23(a) and 23(c) , bids must
be opened at the same time and as soon as possible after
the time for submission has expired and the accounting
of?cer must record in a register all bids received on
time.
However, during the review of the following tender
?les it was noted that there was no details on ?le for all
bidders that tendered for the following contract, as the
tender ?le did not include a copy of the bid register that
contained details of all prospective bidders.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 1
contracts to the value of R8,248,163 was found that the
bids were not recorded in the register .This represents a
33% error rate on the sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R2,649,457.
Agree, will endeavor to have all future tender registers
in contract ?les.
45 Emergency
contract
In terms of SCM regulations 36(1), an SCM policy may
allow the accounting of?cer to dispense with the of?cial
procurement processes established by the policy and
to procure any required goods or services through any
convenient process, but only –
(i) in an emergency,
(ii) if such goods or services are produced or available
from single provider only,
(iii) in any other exceptional case where it is impractical
or impossible to follow the of?cial procurement
processThe following deviations from competitive
bidding were approved on the basis of it being an
emergency, even though immediate action was
not necessary and suf?cient time was available for
bidding process.
• Per inspection of the contract ?le, it was
noted that this project was deemed an urgent /
emergency contract to the bridge collapsing
• Due to the above justi?cation , the supply chain
management process was dispensed with – which
required competitive bidding for amounts
greater than R200,000 and instead consultants
from the municipality’s “below R200,000” pre-
approved list were invited to tender for this
project.
• As per further inspection of the ?le it was noted
that only the design phase for the project was
initiated in the 2009/10 year and the construction
work was only planned to commence in the
2010/11 ?nancial year. The award for the design
and construction was awarded to Kwezi V3
on 6 January 2010. Due to the fact that the
construction on the canal was only due to
commence in the following ?nancial year , this
does not justify the emergency or urgency of the
awarding of this contract.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R786,895.
1. Contract SM(3)/08 of 09/10 was for the appointment
of a Consultant for the design of a canal from
Chota Motala to Allandale Bridge to protect stream
erosion of properties.
2. The repairs to a ‘collapsing bridge’ does not form
part of this contract.
3. The DMM:IS advertised on 15 January 2009 for
consultants to undertake specialized work and
established a list after normal procurement process.
4. From the list six (6) specialized consultants in line
with this type of work were requested to tender after
selection with the Procurement Unit.
5. Of the six (6) consultants selected three (3) attended
the tender brie?ng.
6. Thereafter the normal procurement processes (BEC,
BAC) were followed leading to ?nal award.
36
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
47 Emergency
contract
In terms of SCM regulations 36(1), an SCM policy may
allow the accounting of?cer to dispense with the of?cial
procurement processes established by the policy and
to procure any required goods or services through any
convenient process, but only –
(i) in an emergency,
(ii) if such goods or services are produced or available
from single provider only,
(iii) in any other exceptional case where it is impractical
or impossible to follow the of?cial procurement
process.
• Per inspection of the supplier ?le, it was noted
that these expenses was deemed an urgent /
emergency contract with the reason noted
thereon that the service provider is reliable and
ef?cient due to problems experienced with other
service providers.
• Due to the above justi?cation, the supply chain
management process was dispensed with – which
required formal quotations to be obtained from
3 service providers for expenses to be incurred
between the amounts of R 30 000 to R 200 000
and instead this service provider was preferred
and selected.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R 461,172.06.
The reason I was given for only using a sole supplier
in terms of Section 36(1)(ii) is that, due to problems
previously experienced by Madam Mayor with the
other suppliers when travelling, it was decided that
all her travel with be handled by the one supplier as it
had always provided an excellent service.
49 Acceptance of
bids not scoring
the highest
points
In terms of section 2(1)(f) of the Preferential
Procurement Policy Framework Act, the contract
must be awarded to the tenderer who scores
the highest points, unless objective criteria in
addition to those contemplated in paragraphs
(d) and (e) justify the award to another tenderer.
Paragraph (c) any other acceptable tenders which are
higher in price must score fewer points, on a pro rata
basis, calculated on their tender prices in relation to
the lowest acceptable tender, in accordance with a
prescribed formula;(d) the speci?c goals may include-
(i) contracting with persons, or categories of persons,
historically disadvantaged by unfair discrimination
on the basis of race, gender or disability;
(ii) implementing the programmes of the
Reconstruction and Development Programme as
published in Government Gazette No. 16085 dated
23 November 1994;(e) any speci?c goal for which
a point may be awarded, must be clearly speci?ed
in the invitation to submit a tender;During audit
of procurement and contract management, it
was noted that the following bid was awarded to
service provider: Kerush’s Transport who, per the
bid evaluation committee minutes of the meeting
held on 2 December 2009, did not score any points
for the second phase of the tender due to a lack of
capacity to execute this project. The justi?cation
per the bid adjudication committee minutes of
meeting held on 14 December 2009, was that this
service provider had scored the lowest tendered
price. The justi?cation for the award is contrary to
the requirements of sections mentioned above.
Disagree. The department recommended that
Kerush’s not be considered for appointment due to
their lack of experience, however the Bid Evaluation
Committee who has a professional Civil Engineer
on their panel, decided against the department and
recommend this bidder due to him having built roads
previously and likewise had the expertise & experience
to carry out a project of this nature. Also, please be
advised that this was a 2 stage bidding process and
Kerush’s passed the ?rst stage and was accordingly
put through the second stage where only points for
price, locality and HDI were taken into account, hence
scoring the highest points.
37
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
51 Contract
extended
In terms of section 116(3) of the MFMA a contract or
agreement procured through the SCM policy of the
municipality or municipal entity may be amended by
the parties, but only after-
This has been included as part of the irregular
expenditure in the amended Annual Financial
Statements notes, note number 46.
a) the reasons for the proposed amendment have been
tabled in the council of the municipality or, in
the case of a municipal entity, in the council of its
parent municipality; and
b) the local community –
i) has been given reasonable notice of the intention
to amend the contractor or agreement; and
ii) has been invited to submit representations to the
municipality or municipal entity.The following
contract was extended to such an extent that
competitive bidding processes was circumvented.
The original contract was awarded to ML Thompson
for the period June 2008 to May 2009. During the
audit of the FMG Conditional Grant, it was noted that
the contract was extended for the period June 2009 to
December 2009, however, the contract was approved by
the Chief Financial Of?cer and there was no evidence
that the competitive biddings processes were followed in
extending this contract.
53 Splitting of
orders
In terms of section 12(3)(a) of the Municipal Supply
Chain Regulations a supply chain management
policy must state that goods or services may not
be deliberately be split into parts or items of a
lesser value merely to avoid complying with the
requirements of the policy.
However as per inspection of the following 3 contracts
entered into by the municipality it was noted that the
following project has been deliberately split into parts
to avoid the competitive bidding process:
• Through inspection of the above mentioned contract
?les it was noted that all of the above expenses were
incurred on the same project which was for an event
taking place at Entabeni.
• The sum of these three contracts exceeds the R200,000
threshold and thus would have required the award
to be made through the competitive bidding process
in terms of section 12(3)(a) of the Municipal Supply
Chain Regulations.
• Furthermore, it was noted that valid tax clearance
certi?cates were not on ?le for the above 3 contracts
The above contract constitutes irregular expenditure
and results in irregular expenditure being understated
in the ?nancial statements by R 594 432.00.
Partially disagree with bullets 1 & 2 in that the
Council has a responsibility to spread work/
opportunities as far as possible to all suppliers within
the municipal boundaries. This would then lead to
accelerated economic empowerment which is the
back-bone of Government’s broader objective of “ a
contract with the people”. Moreover, the Council’s
approved SCM policy supports this initiative. The
other area that is normally looked at is the issue of
capacity whereas one BEE company may not be able to
handle all of the works on his/her own. Also, a clause
in the Standard Conditions of Tender states that:
“The Council does not bind itself to accept the lowest
or any tender and reserves the right to accept the
whole or any part of a tender”.
In terms of bullet three, agreed. Corrective action
taken is the formulation of a check sheet for all
tenders including the 30k to 200k. This would help
the Contracts Of?cer in kerbing such oversights.
38
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Employee
Related Costs
55 Overtime During the audit of overtime payments, the following
discrepancies were noted:
1) Overtime claim forms were kept in a single ?le
per section of the municipality. There was no
documentation or supporting schedules to con?rm
management monitoring periods of overtime that
were worked. Furthermore, no overtime agreements
were included in the employees personnel ?le.
2) A sample of 50 overtime payments were selected
for testing where the following discrepancies were
noted:
3) No bulk or individual overtime forms or timesheets
to support overtime claims were submitted for the
following employees.
4) For the claim forms that were submitted for audit, we
were unable to reconcile the claims to the overtime
payments made and a reasonableness exercised
was performed to ascertain the number of hours
worked based on the claims paid. The overtime
?gures extracted from the Payday system were used
in conjunction with each employee’s relevant salary
notch to work backwards to obtain an effective
number of hours of overtime that was claimed. This
was then split between employees in the category of
essential services i.e where employee are allowed to
work overtime in excess of 40 hours per month and
employee in the non-essential services . This was
then compared to the 40 hour limit per month as
stipulated in the Basic Conditions of Employment
Act.
For the following claims where the employees work
essential services and are allowed to work overtime
in excess of 40 hrs per month, the number of hours
worked effectively for the day was found to be
unreasonable.
5) Employees that do not form part of the essential
services should work within the 40 hours per month
threshold. This equates to -on average 9.85 hours
per day (8 normal hours plus (40 hrs/(173/8 =
21.625 days per month) = 9.85 hours per day. The
following employees were found to have exceeded the
9.85 hours per day threshold. Of the 50 payments
made for the amount of R1,152,011 selected for
audit, 30 claims were found not to have adequate
documentation to support the over payments
made. This represents an error rate of 60%, on the
sample selected and the projected misstatement of
R30,064,800 on the accuracy and completeness of
overtime expenditure of R50,108,001.
It is incorrect.
There is supporting documents and copies have been
handed to Ms S Dhanilal.
39
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Going Concern 58 Going concern As disclosed in note 55 to the ?nancial statements,
the municipality is currently experiencing signi?cant
?nancial challenges and the following events and
conditions indicate the existence of a material
uncertainty that may cast signi?cant doubt on the
entity’s ability to operate as a going concern:
1. Municipality has been placed under section 139(1)
(b) administration due to ?nancial dif?culties and
allegations of mismanagement.
2. The municipality incurred an operating loss of
R232,981,222 for 2009/10 ?nancial year.
3. Current liabilities of R573,842,924 exceeds the current
assets of R448,389,128 by R125,453,796.
4. As disclosed in note 50 to the ?nancial statements,
the municipality has incurred substantial electricity
losses of R66,483,628 and water losses of R63,066,030.
5. Total debtors outstanding at 30 June 2010 is
R645,381,770 with the total provision of R430,578,131
against the debtors(67% provision against the total
outstanding)
6. Suppliers are not being paid timeously.
7. In the current year the municipality’s operations are
funded by increases in loan ?nance of R226 095 421.
A response to the request for information was sent via
email to the assistant manager Nishana Narainsamy
on the 11 September 2010. However the cash?ow
attachment was too large and did not reach the
intended recipient. It was then re-submitted on the 08
October 2010 and given to Waheeda Saib and Davlin
Reddy. The going concern note in the AFS will be
amended in the re -submission on the 29 October
2010.
Material
Losses
59 Water &
Electricity
Losses
As disclosed in note 50 to the ?nancial statements,
signi?cant water and electricity losses were incurred
during the year:Losses are mainly due to theft,
distribution losses and illegal tampering. During the
latter part of the year, the provincial intervention team
has commenced with operation “Pitbull” to curb and
prevent theft and illegal tampering of electricity and
water meters.
The electricity and water losses in the AFS will be
amended in the re-submission of the AFS.
The ?gures re?ected per the schedule from Electricity
under the audit ?ndings above are however incorrect.
Hence estimated losses: 204,307,601/1,735,836,294 =
11.7 %
Electricity losses: R 568,236,145 * 11.7% =
R66,483,628
Signi?cant
Uncertainties
60 Signi?cant
Uncertainties
As disclosed in note 42 to the ?nancial statements, the
municipality is a defendant in delictual claim against
SAPPI for R25,000,000. The municipality is opposing
the claim as it believes the claim to be invalid. The
outcome of these lawsuits cannot be determined at
present and no provision has been made for any liability
that may result.
1. On 3 April 2008 an aircraft belonging to Sappi was
damaged at the Oribi Airport after it passed over a
cast-iron manhole-cover which fractured causing
the right hand wing-wheel to drop into a cavity;
2. Msunduzi insurers have voided the policy on the
strength of an alleged failure to disclose material
facts;
3. Notice has been given to the SAPPI Insurers that
we dispute their repudiation of the claim;
4. A demand was received for repair costs and loss of
revenue;
5. We have not had any further communication from
Sappi’s attorneys;
6. The claim prescribes in April next year.
Restatement of
Corresponding
Figures
61 Prior period
error
As disclosed in note 44 to the ?nancial statements,
the corresponding ?gures for 30 June 2009 have been
restated as a result of errors discovered during 2010 in
the ?nancial statements of the Msunduzi Municipality
at, and for the year ended, 30 June 2009.
The most signi?cant error related to 335 vehicles which
were incorrectly recorded in the non-capital asset
register. Management undertook an exercise to obtain
fair values for these vehicles identi?ed and the estimated
residual values and useful lives were also assessed. As a
result, property plant and equipment cost was adjusted
by R33,938,342 and accumulated depreciation by
R23,378,721 with the net adjustment to the accumulated
surplus of R10,559,620 in the prior period.
40
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Fruitless
& Wasteful
Expenditure
62 SAP HR
Management
System
A request was sent on 19 October 2010, to provide us
with the following information relating to this project:
1. Feasibility studies performed for this project
2. Minutes of meetings held relating to the project
3. Resolution for authorisation for this project
4. Proposed date for implementation of the system
We were provided with the HRM System Steering
Committee minutes for the meeting held on 03/07/2009
wherein it was indicated that the system was scheduled
to go live by 31/08/2009 and it was noted that everything
was on track for this date. We then inspected minutes
for the meeting held on 14/08/2009 for the HRM
Systems Steering Committee, where no mention was
made on the status of the implementation of this project.
To date, we have still not received any information
relating to the feasibility study for this project.
During the audit of Human Resources Management, we
noted that to date, this SAP HR Management system
has not yet been used by the municipality. This was
also con?rmed with The Financial and Remuneration
Manager when we requested information relating
to the staff establishment. He informed us that the
information on PAYDAY was not updated due to the
anticipation that the SAP HR Management system
which was to be implemented in August 2009.
Expenditure has been incurred on this system which
is yet to be used by the municipality which constitutes
fruitless and wasteful expenditure which has not been
disclosed in the ?nancial statements. As a result fruitless
and wasteful expenditure is understated by R2,270,311.
I am subject to correction, but I believe that no
feasibility study was undertaken which lead to
the conclusion that the Council should purchase
a comprehensive Human Resource Management
System.
However it must be noted that a supply chain
management process was followed.
The Human Resource division realized a need for a
one stop computerized Human Resource system as
many calculations were performed manually and lead
to manipulation of the system and a huge pay out of
accrued leave.
Mr Perumal who was the champion of this project
as well as the Strategic Executive Manager of Sound
Governance and Human Resources at the time was
suspended and so was this project.
It should be noted that if Mr Perumal was still active
in the organisation this system would have also been
up and running, as the SAP system is one of the best
computerized systems in the country and would have
make HR reporting simpler.
The IT unit is currently in the process of reviewing
all systems of the Council, which will de?ne the ICT
strategy to be included in their master systems plan.
Predetermined
Objectives
64 Existence &
functioning of
performance
audit committee
In terms of the Municipal Planning and performance
management regulations, 2001, section 14(3)(a) and
14(4)(a) :14(3)(a) a performance audit committee
must meet at least twice during the ?nancial year of
the municipality concerned.14(4)(a) A performance
audit committee must(i) review the quarterly reports
submitted to in terms of sub regulation (1)(c)(ii)(ii)
review the municipality performance managements
system and make recommendations in this regard
to the council of that municipality, and make
recommendations in this regard to the council of that
municipality, and(iii) at least twice during a ?nancial
year submit an audit report to the municipal council
concernedIn terms of the Municipal Planning and
performance management regulations, 2001.The audit
committee which also functions as the performance
audit committee did not:
(1) review the quarterly reports
(2) review the performance management system and
make recommendations in this regard to the council
of the Msunduzi Municipality
(3) meet at least twice during the ?nancial year
(4) submit an auditor’s report to the Msunduzi council
regarding the performance management system at
least twice during the ?nancial year
Agree- this is not a limitation of the A/Committee but
rather management’s ability to perform their duties.
A/Committee has requested these reports but did not
stop deliberating on performance matters though the
reports were not forthcoming.
65 AOPI Internal
Auditing of
Performance
measurements
45 “the results of performance measurements in terms of
section 41(1)(c) must be audited -
(a) as part of the municipality’s internal auditing
processes
The internal audit processes and procedures did
not include assessments of the functionality of the
Msunduzi municipality performance management
system and whether the system complied with the
requirements of the municipal systems act.
Furthermore the internal auditors did not audit the
performance measurements on a continuous basis and
did not submit quarterly reports on their audits to the
municipal manager and performance audit committee
Performance management reports were not produced
in 2009/10 to be audited.
41
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
66 AOPI-Lack of
Adoption of a
performance
management
system
In terms of section 41 of the Municipal Systems act
which states: “A municipality must in terms of its
performance management systems and in accordance
with any regulations and guidelines that maybe
prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
(b) set measurable performance targets with regard to
each of those development priorities and objectives
(c) with regard to each development priorities
and objectives and against the key performance
indicators and targets set in terms of paragraph (a)
and (b) -
monitor performance; and measure and review
performance at least once per year
(d) take steps to improve performance with regard to
those development priorities and objectives where
performance targets are not met and
(e) establish a process of regular reporting to the
council, other political structures, political of?ce
bearers and staff of the municipality; and the public
and appropriate organ of state (2) the system applied
by the Municipality in compliance with sub-section
(1)(c) must be devised in such a way that it may serve
as an early warning indicator of under performance
However, during the audit of performance
management, it was noted that the municipality
did not implement a framework that describes
and represents how the municipality’s cycle and
processes of performance planning, monitoring,
measurement, review, reporting and improvement
will be conducted, organised and managed,
including determining the roles of the different role
players, as required in terms of sections 36, 38 and
41(2) of the MSA, and regulations 7 and 8 of the
Municipal Planning and Performance Management
Regulations, 2001.
During the audit of Performance information the
following was noted
(a) the Msunduzi Municipality did not have a functional
performance management system in place for the
2009/2010 ?nancial year
(b) reports for the third and fourth quarter were not
presented to council
(c) no evidence was provided that steps were taken
to improve performance with regard to those
development priorities and objectives where
performance targets are not met as indicated in table
below
(d) since there was no performance management system
in place, there was no early warning indicator of
under performance
1. I agree with this ?nding.
2. Steps to be taken:
(i) All quarterly reports on SDBIP will go to
Council (including portfolio committees and
EXCO);
(ii) These quarterly reports will also be presented to
managers to use as a management tool;
(iii) Such quarterly reports are to entail in-depth
analysis in terms of performance achievement
against projected targets. To serve as
management tool that will cater as an early-
warning system;
(iv) Performance Management Policy is to
be reviewed, to include a Performance
Management framework for implementation.
42
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
69 AOPI-
Performance
information -Safe
City
In terms of section 93B (a) of the Municipal Systems
Act : “ a parent municipality which has sole control of
a municipal entity, or effective control in the case of a
municipal entity which is a private company-
(a) must ensure that annual performance objectives and
indicators for the municipal entity are established by
agreement with the municipal entity and included
in the municipal entity’s multi-year business plan
in accordance with section 87(5)(d) of the Municipal
Finance Management Act”. And in terms of section
76(b) : “a municipality may provide a municipal
service in its area through-
(b) an external mechanism by entering into a service
delivery agreement with a municipal entity
During the audit of performance information, it was
noted that annual performance objectives and indicators
for the municipal entity were not established by
an agreement with the municipal entity and included
in the municipal entity’s multi-year business plan
in accordance with section 87(5)(d) of the Municipal
Finance Management Act . Furthermore there is
no service level agreement between the Msunduzi
Municipality (parent entity) and SafeCity (municipal
entity).
1. I am in agreement with this ?nding.
2. Reason for this noncompliance: PMS at the
Municipality is not yet fully functional.
3. Steps that will be taken to rectify the matter:
through the current intervention at the
Municipality, steps have been taken to conclude a
Service Level Agreement with Safe City.
70 Inadequate
content of
integrated
development
plan
In terms of section 41 (a) and (b)of the MSA “A
municipality must in terms of its performance
management systems and in accordance with any
regulations and guidelines that maybe prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
(b) set measurable performance targets with regard to
each of those development priorities and objectives
The integrated development plan of the Msunduzi
municipality as indicated below did not include
the key performance indicators for certain strategic
objectives and did not include performance targets
determined in terms of its performance management
system as required by sections 26(i) and 41(1)(a) of
the MSA and regulation 12 of the Municipal Planning
and Performance Management Regulations, 2001.
The integrated development plan of the Msunduzi
municipality did not include the key performance
indicators and performance targets for all strategic
objectives detailed in the IDP.
Having the IDP as the Strategic document for ?ve
years projecting most of the programs that will be
implemented over 5 years, some of the projects that
are contained in the IDP may be translated clearly
either in the SDBIP or the Organizational Scorecard
linked to high level organizational objectives in the
IDP. It is possible that some projects may not have
Key Performance Indicators but when the SDBIP is
?nalized these projects are likely to indicate the Key
Performance Indicators”.
43
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
72 Planned &
Reported
performance
targets not
speci?c/
measurable or
time bound
In terms of section 41 (b) “A municipality must in
terms of its performance management systems and in
accordance with any regulations and guidelines that
maybe prescribed-
(b) set measurable performance targets with regard to
each of those development priorities and objectives
It was noted that none of the targets set out in the
annual performance report are speci?c in clearly
identifying the nature of the required level of
performance, or measurable in identifying exactly
what the expected required level of performance is and
there is no indication of the speci?c time period for the
deadline or delivery thereof
1. I do not agree with the ?nding. I believe that the
KPIs above are Speci?c, Measurable and Time
Bound as follows:
(i) Speci?c (KPI in second column);
(ii) Measurable (Quanti?able targets in fourth
column);
(iii) Time Bound (Annual Target in fourth column)
2. I do agree however, that the ?ndings are true of the
IDP goal/ objective in the second row relating to
sanitation with the KPI to reinstate all affected
roads.
3. In terms of (2) above, the Auditor General’s
recommendation in this regard is noted and will be
implemented.
74 Planned &
Reported
indicators/
measures not
well de?ned
In terms of section 41 (a) “A municipality must in
terms of its performance management systems and in
accordance with any regulations and guidelines that
maybe prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
However during the review of the planned and
reported indicators/measures, it was noted that none
of the indicators/measures in the annual performance
report were well de?ned in that the planned and
reported indicators/measures were not clear, with
unambiguous de?nition to allow for data to be
collected consistently.
1. I only partially agree with the ?ndings. All
Annual Key Performance Indicators must be
read in conjunction with the Annual Target and
Quarterly Projections. Furthermore, reference
to geographical locations such as ‘Unit J’ will be
known to Managers and locals within the area. Any
quantitative reference will need to be supported by
documented proof during performance evaluation
and auditing.
2. As part of the implementation of the PMS, clear,
concise and well-de?ned KPIs will be developed.
76 IDP not aligned
to the annual
performance
report
According to the Municipal systems act 2000, and the
municipal planning and performance management
regulations, 2001, the integrated development plan must
at least re?ect the municipality’s development priorities
and objectives (Municipal Systems Act sec 25) and
the budget must be based on the above development
priorities and objectives (regulation 6)
Actual performance must be monitored, measured,
reviewed and reported on an annual basis with regards
to each of the development priorities and objectives and
against the KPI’s and targets (MSA sec 41, regulation
13)
During the audit of Performance information it was
noted that the municipality has not reported throughout
on its performance against predetermined objectives/
indicators/targets which is consistent with the approved
integrated development plan, as no clear link can be
made between the Integrated Development Plan to the
annual performance report.
There was a degree of inconsistency in the manner of
presentation of the IDP and SDBIP objectives from
both documents, having said that though, the budgets
allocated remain the same and projects in the SDBIP
must be read in line with the programmes in the IDP
as articulated above through the IDP objectives
78 AOPI-Reported
indicators/targets
not reliable,
valid, accurate
and complete
as no/adequate
supporting
source
information was
provided
In terms of section 41(a) and (b) of the municipal
systems act “A municipality must in terms of its
performance management systems and in accordance
with any regulations and guidelines that maybe
prescribed-
(a) set appropriate key performance, including outcomes
and impact, with regard to the municipality’s
development priorities and objectives set out in the
integraged development plan;
(b) set measurable performance targets with regard to
each of those development priorities and objectives.
For the selected objectives the validity, accuracy and
completeness, of all the reported indicators and targets
could not be established as suf?cient appropriate audit
evidence, and relevant source documentation were
inadequate or could not be provided for audit purposes
as detailed below
1. I am in agreement with the ?nding.
2. Reason for Non-Compliance: PMS has not been
fully implemented within the organization as yet.
3. Action to Remedy: In future, as part of the
implementation of PMS, during performance
evaluations, a Portfolio of Evidence must be
presented. Furthermore, Internal Audit will
conduct performance audits on all reported
performance information from the quarterly
reports on the SDBIP and any evaluation
assessments.
44
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Compliance
with Laws and
Regulations
79 Non-compliance
with Basic
Conditions of
Employment
In terms of section 10 of the Basic Conditions of
Employment Act, 2002 (Act No.11 of 2002)
(1) an employer may not require or permit an employee
to work-,
(b) more than ten hours’ overtime a week
However, during the audit of overtime, the following
was noted:
. employees were paid excessive amounts in overtime,
6736 instances were identi?ed where employee’s
overtime exceeded 30% of the employees basic salary
for the month - Refer attached annexure for the
complete list.
. 2 of these payments exceed 900% of the employee’s
basic monthly salary.
. 1536 instances were found were the overtime was in
excess of 100% of the employees basic salary
RESPONSE RECEIVED BY EACH BUSINESS
UNIT (Pages 81-84)
· Budget overtime for 2009/10 : R33,500,000
Actual overtime expenditure at 30 June 2010:
R50,108,001
Overspent: R16,608,001
Although the Provincial Intervention Team has since
put in measures to contain the overspending and
monitor the overtime, had timely reasonable care been
exercised to monitor the monthly overtime charged, the
costs could have been further contained or reduced to at
least within the budget amount.
· Listed below are the 50 of highest(%) overtime
payments:
Excessive overtime may result in employees not
performing at their optimal due to pressure of having
worked excessive overtime and the municipality has
also incurred cash ?ow problems as a result of excessive
overtime payments made.
Non
Compliance
with MFMA
85 Payments not
made within 30
days of receipt of
invoice
In terms of Section 65 (2)(e) of the MFMA, the
accounting of?cer should take reasonable steps to
ensure that all money owing by the municipality is paid
within 30 days from the date of receiving an invoice
or statement unless prescribed otherwise for certain
categories of expenditure.
As per appendix 1 attached from the Financial
Regulations, suppliers are paid within 30 days of
receiving statement or agreed upon. This is also
a condition of the Municipality and appears on
the attached of?cial order. Payments can only be
processed once the goods received note or sundry
payment voucher is received from the business units
as these documents are the con?rmation that the
services or goods are rendered and received.
Some instances suppliers are invoicing the business
units before the services are rendered and payments
are only processed once goods received notes are
received from the business units.
Due to the Municipality being under administration
as from the 8th March 2010, expenditure must be
submitted to the expenditure committee for approval
by the Provincial Intervention Team.
Suppliers and Business units were informed in writing
of the cut off dates for processing of all payments
but documents are still being received in Creditors
after the cut off date for processing. Acting Executive
managers will be advised to inform the relevant
business units and suppliers to comply with the cut off
dates and to ensure there are no late payments.
45
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non
Compliance
with MFMA
88 Poor recovery of
long outstanding
debtors
In terms of section 64 (2) of the MFMA, the accounting
of?cer must take all reasonable steps to ensure—
(a) that the municipality has effective revenue
collection systems consistent withsection 96 of
the Municipal Systems Act and the municipality’s
credit control and debt collection policy;
During the audit of receivables it was noted that
the municipality has not enforced credit control
procedures and mechanisms in terms of its credit
and debt collection policy and in compliance with
the MFMA and MSA.
The following reasons contributed to our poor
recovery rate:
• Ineffective credit control
• Inef?cient revenue protection disconnection
contractors
• Lack of human resources
• Multitude of accounts not consolidated
• Inef?cient contractors
• Shortcomings of 2009/2010 Credit Control Policy
At 30 June 2010, debtors balances as follows, with 52%
of outstanding debtors owing for more than 365 days on
electricity, refuse, sewerage, water and housing and 65%
of debtors owing on rates for more than 365 days :
Consortia Contract ( Hand-over’s)
Ineffective contract
No service level agreement
Erratic hand-over time frames
Political interference
In terms of section 28 of the Municipal Property Rates
Act ,”If an amount due for rates levied in respect of a
property is unpaid by the owner of the property after
the date determined in terms of section 26(2), the
municipality may recover the amount in whole or in
part from a tenant or occupier of the property, despite
any contractual obligation to the contrary on the tenant
or occupier. The municipality may recover an amount
only after the municipality has served a written notice
on the tenant or occupier “
• Ineffective meter reading
• Inaccurate readings
• Irregular readings
• No service level agreement
• Political interference
Contrary to these, there is no evidence that the
municipality has enforced these measures in recovering
the outstanding rates debts.
In terms of Section 64(3) of the MFMA ” The
accounting of?cer must immediately inform the
National Treasury of any payments due by an organ
of state to the municipality in respect of municipal
tax or for services, if such payments are regularly
in arrears for periods of more than 30 days.”
However, there is no evidence that National Treasury
was informed of the arrear payments due to the
municipality.
• Government Debt
• Political interference in respect of
disconnections
• Lack of resources to control government debt
• Transfer of properties in respect of the new
government dispensation has not been changed
at the deeds of?ce therefore the correct
department cannot be approached for payment
• Information is submitted on a regular basis to
National Treasury via their questionnaires.
• General
• No revenue enhancement strategy
• No control of invoices returned
• No debt write-off
• Valuation roll discrepancies
• Delays in producing a supplementary valuation
roll
• Inadequate staff structure
The Municipal Property Rates Act was only
implemented in the 2009/2010 ?nancial
year which in itself generated numerous
administrative queries in respect of the
new market value therefore making the
implementation of section 28 of the Municipal
Property Rates Act dif?cult.The following
initiatives have been instituted to improve the
debt recovery rate for 2010/2011:
• Revised Credit Control Policy
• More punitive deposit measures
• Stricter application process
• Stricter enforcement of the Credit Control
Policy
• Development of debt and revenue enhancement
plan
• Revised indigent policy
• Revised staff structure
• Implementation of an effective call centre
• Implementation of ?eld invoicing
• Implementation of data cleansing process
• Implementation of new meter reading contract
46
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non
Compliance
with MFMA
91 Non-compliance
with s78 of
the MFMA.
Municipal
of?cials did
not adhere to
their statutory
responsibilities
per s78(1)
Contrary to the requirements of section 78(1)of
the MFMA, the senior managers and of?cials of
the municipality exercising ?nancial management
responsibilities did not take reasonable steps within his/
her areas of responsibility to ensure that:
. the system of ?nancial management and internal
control established for the municipality is carried out
diligently.
. the ?nancial and other resources of the municipality
were utilised effectively, ef?ciently, economically and
transparently.
. all revenue due to the municipality was collected
· the assets of the municipality were managed
effectively and that the assets were safeguarded and
maintained to the extent necessary
This was evidenced by the breakdown in controls
leading to the ?nancial administration being taken over
by the provincial administration team and several senior
managers being suspended.
We take note of the recommendation made by the
Auditor General, however would like to advise that
steps and procedures have been put in place by the
Municipality to adhere to Section 78 of the MFMA.
Annexure
B: Other
Important
Matters
1. Property,
Plant and
Equipment
92 Assets greater
than R10 000 not
capitalised
During the audit of assets we identi?ed the
following assets with a purchase price of
more than R10,000 which has been expensed
in terms of the asset management policy:
Irrespective of the value of the asset, in terms of GRAP
17, the cost of an item of property, plant and equipment
should be recognized as an asset if it is probable that
future economic bene?ts or service potential associated
with the item will ?ow to the entity.
As a result, Property, plant and equipment is
understated and expenditure is overstated by R654,555.
The effect on prior year balances could not be
determined until a complete register of minor assets is
compiled.
The Auditors recommendations are noted. The
reason for the assets with a value greater than R10
000 not being capitalised is due to these assets being
purchased through the operating budget therefore
they were treated as non cap assets. The error with
the vehicles will be corrected in the revised Annual
Financial Statements that will be resubmitted by
the 29 October 2010. The other movable assets will
be corrected after detailed investigations during the
2010/11 ?nancial year due to the time constraints.
47
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Annexure
B: Other
Important
Matters
1. Property,
Plant and
Equipment
94 Incorrect
classi?cation of
disposals and
impairments
In terms of GRAP 17 .82 Disclosure
The ?nancial statements shall disclose, for each class
of property, plant and equipment recognized in the
?nancial statements;
(a) the measurement bases used for determining the
gross carrying amount,
(b) the depreciation methods used,
(c) the useful lives or the depreciation rates used,
(d) the gross carrying amount and
the accumulated depreciation
( aggregated with accumulated impairment losses) at
the beginning and end of the period, and
(e) a reconciliation of the carrying amount at the
beginning and end of the period showing:
(i) additions,
(ii) disposals,
(iii) acquisitions through business combinations,
(iv) increases or decreases resulting from
revaluations under paragraphs .39, .49 and
.50 and from impairment losses recognized
or reversed directly in net assets under the
Standard of GRAP on Impairment of Assets,
(v) impairment losses recognized in surplus or
de?cit in accordance with the Standard of GRAP
on Impairment of Assets,
(vi) impairment losses reversed in surplus or de?cit
in accordance with the Standard of GRAP on
Impairment of Assets,
During the audit of Assets it was noted Land with the
asset number of X3117 to the value of R 17,983,080.66
was incorrectly classi?ed as a disposal, upon inquiry and
inspection it was noted that disposals of R20,567,652
as disclosed on note 7 to the ?nancial statements
and Appendix B includes impairments. Discussions
with the asset manager revealed that the BAUD asset
management system groups both the disposals and
impairments together under the disposals column and
does not allocate the information separately to disposals
and separately to impairments. As a results impairments
have misallocated to disposals in the ?nancial
statements.
The Auditors recommendations has been noted
but the Baud System does not have the functions
needed to differentiate between adjustments
made in value of assets and disposals therefore
when a report is compiled from Baud to populate
the appendix’s the report includes adjustments as
disposals . However going forward and taking the
Auditors recommendations into consideration it
will be requested that the treatment of adjustments,
impairments and disposals be reported individually
and disclosed individually in the AFS and appendix’s
to the ?nancial statements.
Inventory 95 Discrepancies on
inventory count
During the audit of inventory, the following
discrepancies were identi?ed between the physical
inventory on hand and the inventory records:
50 inventory items valued at R3,885,338 were selected
for testing, for which 16 inventory items valued at
R152,732 selected from the inventory records did not
correspond with the physical inventory on hand. This
represents a 4% error rate on the sample selected for
auditing and a projected misstatement of R1,020,034 on
the total inventory of R25,500,851(consumable stores).
50 inventory items were selected for testing, for
which 16 inventory items physically on hand did not
correspond with the inventory records . This represents
a 32% error rate on the sample selected for auditing
and a projected misstatement of R8,160,272 on the total
inventory of R25,500,851(consumable stores).
RESPONSES IN A TABLE (See Mgmnt Report-
Pages 96-98)
Revenue 99 Property Rates In terms of the of the Municipal Property Rates Act,
paragraph 11 states “ Amounts due for rates – (1) a
rate levied by the municipality on property must be an
amount in the Rand – (a) on the market value of the
property;”
These properties will be rated on the next published
roll- SV4
Revenue During the audit of property rates revenue an exception
report was extracted with a comparison between the
METVAL and Promis systems were it was noted that
the following properties were either not loaded onto
Promis system or the values loaded for billings were
incorrect:
48
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Human
Resources
Management
101 Invalid identity
numbers
The Business Requirements Speci?cation PAYE
Reconciliation 2010 document issued by SARS, speci?es
the requirements for the submission of tax certi?cates
and employer reconciliations for PAYE, SDL and UIF,
with effect from the 2010 year of assessment. The policy
for 2010 Reconciliation and Submissions stipulates that
employers will:
1. Submit tax certi?cates and reconciliations according
to the requirements and speci?cations in this
document. Included in this requirement, is that the
employer perform a check on the validity of the all
employees identity numbers.SARS further issued a
memorandum dated 14 October 2009 with respect
to the administration of penalty regulations were all
employers were informed that the administrative
penalty regulations legally came into effect on 1
January 2009 and provide for the imposition of
penalties for a range of non-compliance, including
failure to register as a taxpayer, failure to inform
SARS of a change of address and other personal
particulars, and failure to submit tax returns
and other documents to SARS. According to the
provisions of the Identi?cation Amendment Act,
2000 (Act No. 28 of 2000, which was promulgated
on 13 October 2000) all forms of identity documents
other than the green bar-coded identity document
are invalid. In accordance with the legislation,
the Department of Home Affairs has provided the
formula below to determine if the identity number
of an individual is valid. The control ?gure which is
the 13th digit of all identity numbers is calculated as
follows :
· Add all the digits in the odd positions (excluding
last digit)
· Move the even positions into ?eld and multiply the
number by 2
· Add the digits of the result in step 2
· Add the answer in step 3 to the answer in step 1
· Subtract the second digit from 10. The number
must tally with the last number in the ID Number.
If the result is 2 digits, the last digit is used to
compare against the last number in the ID Number.
If the answer differs, the ID number is invalid.
I agree with ?nding
The ?le that was submitted to SARS was recti?ed,
validated and was accepted and approved by SARS.
The changes were only implemented on the February
copied tax ?le and not in a live payroll. The live
payroll is being gradually recti?ed and updated with
the same changes.
From the extracted list P. Mashoko is a Zimbabwean
and has since left the council, the other seven ?rst
employees are permanent were recti?ed on the
February copied ?le, the rest on the list are all casual
workers who are employed to work 1 or 3 days and
they are no longer in the employ of the Msunduzi
Municipality.
The council has update the collected ID copies,
personal information including the updated
residing addresses, tax reference numbers from all
its employees. This exercise of collecting updated
personal data and verifying all employees was
done end of May 2010. This information is being
gradually updated on the payday system taking into
consideration that the council has more than 3000
employees and this will be completed by end of
November 2010.
104 Duplicate bank
accounts
In terms of section 67 of the Municipal Systems Act,
“A municipality, in accordance with applicable law and
subject to any applicable collective agreement, must
develop and adopt appropriate systems and procedures
to ensure fair, ef?cient, effective and transparent
personnel administration”
I agree with ?nding.
Attached is the documentation submitted by SK
Nkomo and MK Mkhize these two employees were on
contract submitted similar banking details stamped by
the bank and signed by both employees
Attached is the af?davit statement done by Z. Gumede
stating that NA. Gumede is her mother and the reason
why the two used the same account number.
105 Management of
Vacancies
During the audit of Human Resource management,
it was noted the HR Data base on PAYDAY was not
updated for the past few years. This was due to the
anticipation of the new Human Resource Management
System (SAP) that was supposed to be up and running
over by 31 August 2009. As result, we were unable to
establish the number of funded vacant posts that have
not been ?lled, or the number of key management
posts that was vacant for the year under review. Long
outstanding vacant posts could not be ascertained either.
The Post Establishment which will take care of the
status of all the posts in the new structure is being
established. The Employment Policy which clearly
stipulates functions and authority has been developed
and is in the editing process and will thereafter be
forwarded to the relevant Committees for approval.
49
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
106 Bid speci?cation
not complied
by a properly
constituted
committee
In terms of section 27 of the Municipal Supply Chain
Regulations a bid speci?cation committee must compile
speci?cations for each procurement of goods or services
by the municipality or municipal entity.
During the review of the following tender ?les, there
was no evidence on ?le that the speci?cations for
following contracts were compiled / approved by the Bid
Speci?cations Committee :
RESPONSES IN A TABLE (See Mgmnt Report-
Pages 106-107)
108 Bids not
evaluated by
a properly
constituted
committee
In terms of SCM regulations 28(1) & (2) bids must be
evaluated by a bid evaluation committee composed of:-
. Of?cials from the departments requiring the goods or
services
. at least one SCM practitioner of the municipality
entity.
During the review of the tender ?les it was noted
that the composition of the Bid Evaluation or Bid
Adjudication Committee that awarded the ?nal contract
was not included in the tender ?le for the following
tenders awarded:
1. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
2. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
3. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
4. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
109 Bid speci?cations
not approved
In terms of SCM regulation 27(2)(g) bid speci?cations
must be approved by the accounting of?cer prior to
publication of the invitation for bids.
During the review of the tender ?les it was noted that
the speci?cations as compiled by the Bid Speci?cations
Committee for the following bids were not approved
by the Accounting Of?cer prior to the publication of
invitation for bids
In response to the AG report Ref. communication
No.18 of 2010 Item 1.3 Ex. 60 Bid Speci?cation
not approved (Page 5 of 5), it must be noted that
as Chairperson of the Bid Speci?cation Committee
this matter was raised with the previous Head of
Supply Chain Management, Mr Francis Grantham.
Mr Grantham indicated verbally that approval of
speci?cations is delegated to the Chairperson of the
BS Committee.
In complying with the said Clause, all future
speci?cations that are approved by the BSC shall be
endorsed by the Municipal Manager.
110 Invitations to
submit written
quoations not
advertised
In terms of SCM regulations 18(a) it is required that
all requirements in excess of R30 000 (Vat included)
be advertised for at least seven days on the website and
of?cial notice board of the municipality or municipal
entity.
Invitations to submit price quotations for the following
procurement of goods and services with a transaction
value above R30 000 were not advertised for 7 days:
SCM (5) Q2 of 09/10 Supply and Delivery of computer
Desktops
- The tender notice was attached to page 2 of tender
document
SCM (4) 18 of 09/10 Proposed New Additions and
Alterations to Zwartkop (Phase1)
- No veri?cation done as there was no document on
the contract ?le. Document with Auditor General
SCM (5) 21 of 09/10 Architect for the Design of
Mason’s Clinic
- The tender notice was attached to page 2 of the
tender document
SCM (5) Q7 of 09/10 Supply and Delivery of 12 Box
Body Trailers
- The tender notice was attached to page 2 of the
tender document
- SCM (5) Q22 of 09/10 Appointment of a Structural
Consultant for the Design of a Debris Net at Professor
Nyembezi Centre
- The Auditor General’s report is incorrect as there
was a tender notice in the contract ?le.
- A selective tendering process was undertaken.
Tenderers were selected from an approved list of
service providers
- Proof of invitation to tenderers can be found on the
contract ?le
50
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
112 Incomplete
contract register
In terms of section 23 of the Municipal Supply Chain
Management Regulations a supply chain management
policy must determine the procedure for the handling,
opening and recording of bids, and must –
(c)(i) require the accounting of?cer to record in a
register all bids received in time
However, during the review of the municipality’s
procurement processes, a request was made for the
listing of all contracts awarded for the year. The list
provided for audit was incomplete in the followings
respect:
. certain blanks on service provider column
. blank descriptions of certain contracts
. blank rows under the column date of award
. no information completed under the column expiry
date
. blanks/no values for some of the contract numbers
listed
The register also does not provide information on all
service providers that had tendered for the particular
contract, prior to the ?nal award being made (this
information is in the contract ?le). The lack of adequate
register makes it extremely dif?cult to keep proper audit
trail of all the contracts awarded for the period.
Unclear, the Auditor General is required to provide
more speci?cs.
113 Fundamental
controls
procurement
and contract
management
During assessment of procurement processes, contract
management and controls of the municipality which
should ensure a fair, equitable, transparent, competitive
and cost effective supply chain management system
that complies with legislation and that minimizes
the likelihood of fraud and corruption, favoritism
and unfair and irregular practices, de?ciencies in the
following fundamental controls were identi?ed :
• Based on experience throughout the audit – proper
recording keeping and management was not in place
resulting in requested information not being available
or supplied with a signi?cant delay
• There are no controls implemented for SCM of?cials
or other role players to declare any reward, gift,
hospitality or any other bene?t promised , offered or
granted to that person or to any close family member,
partner or associate of the person
• SCM of?cials were not adequately trained , as there
seems to be a lack of understanding of the SCM policy
and regulations and the implementation thereof
• SCM of?cials were not aware of the established
processes whereby of?cials in the SCM unit could
report to the accounting of?cer any alleged irregular
expenditure, fraud, corruption, favoritism , unfair
conduct or breach of the code of ethical standards
• Since Council has been under Administration
various Forensic and or other Auditors have
requested for SCM Contract Files and other
documentation. The delay is responding to the AG is
due to the fact that most contract ?les were taken by
other Auditors and hence, information could not be
readily available.
• All SCM Of?cials have in the past signed a Code of
Conduct and Declaration of Interest which covers
the above ?nding. SCM Of?cials and Bid Committee
Members have recently signed a new Code of
Conduct and Declaration of Interest Form.
• All SCM Of?cials have been through an intense
SAMDI Training Course in Supply Chain
Management and all staff except recently appointed
staff have completed studies in this ?eld. All staff
have also been on several strategic workshops to
discuss the Policy and Procedures in much detail.
• SCM Of?cials are aware of processes regarding the
above and reporting would have been done on all of
the above should information be known.
51
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
115 Internal Control In terms of section 165(2) of the Municipal Finance
Management Act which states: “The internal audit unit
of a municipality or municipal entity must-
(b) advise the accounting of?cer and report to the audit
committee on the implementation of the internal
audit plan and matters relating to-
(i) internal audit;
(ii) internal controls;
(iii) accounting procedures and practices;
(iv) risk and risk management
(v) performance management
(vi) loss control; and
(vii) compliance with this Act, the annual Division
of Revenue Act and any other applicable
legislation; and
(c) perform such other duties as may be assigned to it by
the accounting of?cer
During the assessment of the effectiveness of internal
audit the following weaknesses were noted:
1) By inspection of the audit plan for 2009/10 at 30
June 2010 the following was noted with respect
to the 17 planned projects, of which 60% were
completed:
. 3 projects were rolled over to the 2010/2011 year
due to budget constraints
· The project on the AG follow-up Audit/ Control
Transformation Steering Committee(CTSC)was
still in progress
· The waste management project was still at the
planning phase
· The audit planned for performance information
was still at the ?eldwork stage
· The project on HRM processes was still at the
draft stages
· Projects were indicated under the status as
having been completed but were not ?nalized
as management comments with agreed actions,
responsibility and implementation date was not
received.
· No audit was conducted on performance
management and compliance with the Municipal
?nance management act, the annual Division of
Revenue Act and any other applicable legislation
2) The internal audit assignments were conducted
by various co-sourced auditing ?rms however; no
quality review was performed by internal audit to
ascertain if the correct audit approach and audit
methodology was used as per paragraph 9.3 of the
internal audit charter. There are also no processes in
place to ensure that the co-sourced assignments are
performed in a consistent manner.
3) The effectiveness of internal audit was not evaluated
by the Audit Committee for the year under review
as per the Audit Committee charter Paragraph 6.3
point 6.3.3.
4) Internal audit division has had budget constraints
and is under staffed which impacts on its ability to
be effective to the municipality
5) Management does not view internal audit as an
effective internal control tool as there appears to
be a lack of commitment from management to
address internal audit ?ndings and implement
recommendations. This impacts on the internal
control environment which could result in poor/
weak internal controls or non-functioning thereof,
and misstatements to the ?nancial statements.
1. Disagree – With no budget available from February
2010, due to the council being cash strapped,60%
of completion is very much acceptable limit as
most these projects were completed in the ?rst 7
months on the ?nancial year. The Internal audit
has been effective as we have completed 82% of the
audit In a changing audit environment projects
are and may be rolled over. The inclusion of
management comments is a shortfall on the part of
management as the audit’s have been completed.
This is in no way a re?ection of an incomplete
audit. Performance management reports were not
produced in 2009/10 to be audited. Finally, the act
ONLY requires one to ADVISE the accounting
of?cer on performance management, DORA and
MFMA. It does not say that we have to include this
as part of our plan.
2. Agree- a standard audit methodology was developed
in February 2010 which will be introduced in audit
assignments in 2010/11
3. Agree
4. Disagree- yes the unit is under-staffed, but together
with our co-sourced partners, the completed
reports are insightful, accurate and provide sound
recommendations for the departments being
audited to implement– hence we were effective
5. Whilst the responses to audit reports have not been
forthcoming in a timely manner to say the least –
this ?nding must be answered by management.
52
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
117 Audit Committee In terms of section 166(2)(a) the Municipal Finance
Management Act which states: “an audit committee is
an independent advisory body which must-
(a) advise the municipal council, the political of?ce-
bearers, the accounting of?cer and the management
staff of the municipality, or the board of directors,
the accounting of?cer and the management staff of
the municipal entity, on matters relating to-
(i) internal ?nancial control and internal audits
(ii) risk management
(iii) accounting policies
(iv) the adequacy, reliability and accuracy of
?nancial reporting and information;
(v) Performance management;
(vi) effective governance;
(vii) compliance with this Act, the annual Division
of Revenue Act and any other applicable
legislation;
(viii) performance evaluation; and
(ix) any other issues referred to it by the
municipality or municipal entity
(b) review the annual ?nancial statements to provide
the council of the municipality or, in the case
of a municipal entity, the council of the parent
municipality and the board of directors of the
entity, with an authoritative and credible view of the
?nancial position of the municipality or municipal
entity, its ef?ciency and effectiveness and its overall
level of compliance with this Act, the annual
Division of Revenue Act and any other applicable
legislation;
(c) respond to the council on any issues raised by the
Auditor-General in the audit report;
(d) carry out such investigations into the ?nancial
affairs of the municipality or municipal entity as the
council of the municipality, or the board of directors
of the entity, may request; and
(e) perform such other functions as may be
prescribedBased on the assessment performed the
Audit Committee (AC) the following weaknesses
were identi?ed which indicate that the AC has not
been able to effectively discharge it mandate in terms
of the audit committee charter and the MFMA:
1) AC did not perform its function in respect of
· risk management,
. accounting policies, the adequacy, reliability
and accuracy of ?nancial reporting and
information,
· performance management,
· Effective governance in terms of the King Code
of Corporate Practices and Conduct and the
auditee’s code of ethics and business conduct,
· Compliance with the MFMA, the annual DoRA
and any other applicable legislation
1. Disagree – The audit committee is an oversight
body that applies its knowledge to all audit’s
undertaken by Internal Audit. The internal audit
unit in completing their risk based audit plan has
undertaken a composition of audits in the ?eld’s
of risk management, compliance with policies,
procedure and governance. The KING II/III code
of conduct is not a requirement of the MFMA but
mere good governance. We acknowledge it and
embrace the principles of its intent.
2. Agree- this is not a limitation of the A/Committee
but rather management’s ability to perform their
duties. A/Committee has requested these reports
but did not stop deliberating on performance
matters though the reports were not forthcoming.
3. Disagree- all ?nding of the Audit General are
addresses prior to the Audit being ?nalised-
(minutes available for inspection).The Audit
committee has oversight of all Controls
Transformations Steering Committee (CTSC)
meetings set up to resolve Auditor General ?ndings.
4. Agree- the slow return of management comments,
which are of suf?cient quality, is the main reason
that the A/Committee felt it was not being
adequately appraised of any improvements or
changes at the Municipality.
5. Agree – the A/Committee became fully aware
of the abnormal constraints under which the
Internal Audit Unit worked and was satis?ed
of the work that the Unit produced under the
same circumstances (i.e. regularly updated on the
implementation status of the internal audit plan).
Our concern is the inevitability of continuing ad
in?nitum to utilise outsourced support. There is
little hope that the Municipality will ever produce a
fully functional and adequately resourced Internal
Audit Unit.
6. Disagree – It is not a requirement of the AC or the
AC Charter to have a budget for investigations.
Should the need arise we will request for any
investigations to be conducted
7. Disagree – A/Committee has done its role in
highlighting, requesting and waiting for weaknesses
to be addressed. We as the Audit Committee clearly
and explicitly communicated our concerns. There is
no problem with the channels for communication.
8. Agree – all internal audit reports will be
accompanied by management comments, for
all ?ndings, detailing their responses and were
necessary a plan of action to address the ?ndings
with a committed response date for implementation
and a responsible of?cial who will champion the
change. These inclusions will enhance the audit
committee’s effectiveness.
53
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
2) As included in the AC Charter, the AC also ?lls the
role of the Performance Audit Committee, however, it
was noted that management did not submit quarterly
reports on performance information to the AC for
review.
3) In terms of the AC Charter the AC should ensure
that all signi?cant ?ndings of the AG should be given
due considerations. However this was not addressed
by the audit committee during the year under review.
4) Based on the evaluation the AC performed on its role
and responsibilities, members of the AC indicated
on the questionnaire, that management does not
inform the AC of any improvements or changes
at the Municipality. There appears to be a lack of
communication between the AC and management of
the municipality.
5) The AC did not evaluate the internal audit function
as per the audit committee charter, due to projects
not being ?nalised.
6) The AC has the power to investigate matters within
its ambit, however no budget was allocated to the AC
to perform this function should the need arise.
7) Through inspection of the AC minutes it was noted
that although weaknesses in internal controls were
been identi?ed, management did not appropriately
address the weaknesses Which is indicative of poor/
ineffective channels of communication between the
AC and Council.
8) Management has not provided information, support
and commitment to the AC for the AC to be able to
ful?ll its legislated role and responsibility effectively.
An in-effective audit committee could result in a
poor control environment, poor governance and
possible misstatements of the annual ?nancial
statements.
54
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
120 IT Governance IT governance is the responsibility of executive
management. It is an integral part of organisational
governance and consists of the leadership,
organisational structures and processes that ensure
that the organisation’s IT resources would sustain its
strategies and objectives. IT governance allows the
organisation to manage IT risks and derive value from
IT investments and it supports the achievement of
business objectives that are dependent on IT systems.
Key audit ?ndings that were identi?ed:
• A formal IT governance framework has not been
implemented
• Formal software licence contracts had not been
established between the municipality and the service
providers for the Refuse Management System.
Furthermore, formal maintenance and support
contracts had not been established between the
municipality and the service providers for the ProMis
System and the Refuse Management System.
• The municipality did not monitor the service delivery
of the service providers for the Refuse Management
System.
• Functions of the information security of?cer not
allocated to a designated person.
• Policies, standards and procedures either not in place
or incomplete for IT security policy and system
software change control procedures.
• I am in agreement with the ?nding. However,
we have been aware of this weakness since the
last audit. We requested a budget of R1.02m to
remediate all the issues that were raised in the
AG’s report but, unfortunately, due to us being in a
?nancial crisis there is no cash available to support
the budget. Furthermore, there are little or no skills
available in-house to remediate these ?ndings hence
the reliance on outside service providers.
• I agree that the Refuse Management System does
not have an SLA and we will correct that before
December 2010. PROMiS on the other hand, has
always had an SLA. The latest one has expired and
we are in the process of negotiating a new one with
Fujitsu – only this time at a reduced rate at the
request of the Provincial Intervention team. We are
negotiating certain terms and conditions where we
are now asking to pay SLA fees monthly as opposed
to annually upfront thereby relieving pressure on
cash ?ow. This is the reason for the delay.
• The new Municipal structure makes provision
for ICT Security Analyst and Security and Policy
Clerk. Both of whom report to the Business Systems
Manager in the Information management sub-unit.
This structure is in draft form presently and it is
envisaged that the structure will be adopted and
implemented by February 2011.
• I am in agreement with the ?nding and we have
known that this de?ciency exists. Part of the
remediation process was to put this Policy in
place and this request is included in the R1.02m
requested.
• In-house skills non-existent. New structure will
address this skills shortage. Skills will then be on
hand to rectify this problem.
122 Security
Management
Security measures to prevent unauthorised access to the
departmental network and operating systems that grant
access to the application systems were not in place. The
network security con?guration that detects and prevents
unauthorised access to systems was not adequately
designed.
Key audit ?ndings that were identi?ed:
• Operating system standards and procedures not
implemented
• Operating system security parameters not adequately
set to provide optimal security
• The built-in administrator and guest account had still
not been renamed to a more secure name.
• Management had still not implemented a policy
to ensure that the municipality would remain up
to date with the most recently discovered security
vulnerabilities. Furthermore, although some controls
had been implemented to ensure that appropriate
security updates, patches and hot ?xes would be
installed on the Windows server and workstations
systems, it was established that updates, patches and
hot ?xes were not regularly installed as the most
recent deployment of an update occurred on 2 April
2010.
• It was established that the activities of the database
administrators (DBAs) on the ProMIS and METVAL
applications were not regularly monitored or reviewed
by an independent person
• There are two issues that need to be considered
here. An Active Directory tool that is able to
monitor these policies and to highlight gaps
needs to be procured. The remediation budget
takes cognizance of this Tool. We do not have
the in-house skills to professionally manage this
portfolio and have included the post of an Active
Directory Administrator in the new organization
structure. It is unlikely that this position can be
?lled adequately from within and we will have to
go to the external market to ?nd these skills. If
Windows administration skills are lacking in this
Municipality then we are in an even worse position
as far as Unix skills is concerned. But, again, we
are acutely aware of this threat and have made
provision for a “SERVER ADMINISTRATOR –
SQL & UNIX” within the new organogram. Once
it is approved and we have the budget to source this
resource we will move swiftly ahead.
• We do not have in-house skills to correct this.
However, the new Organogram has a position for
“DATABASE ADMINISTRATOR” which once
approved and accepted, will be ?lled.
55
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
124 User Access
Control
User access control is the systematic process of
managing the access of users to the application. The
process includes the creation, review, disabling and
removal of user accounts.Key audit ?ndings that were
commonly identi?ed:
• Lack of user account management procedures for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Formal access request documentation was not
completed for password resets on Windows.ormal
access request documentation was not completed
for registering users, changing users’ access rights,
resetting passwords and terminating access rights to
PayDay, Unix, METVAL and RMS.
• Formal access request documentation was not
completed for changing access rights, resetting
passwords and terminating access rights to ProMIS
and Unix.
• Some users, of whom one had administration
privileges, were not required by the Windows
operating system to use passwords when logging on.
• Complete details (full names) were not available for
some Windows, Unix, PayDay and ProMis user IDs.
• Excessive access rights assigned to a high number of
users on Windows.
• Activities of the system administrators/root and
controllers were not monitored for Windows, Unix,
PayDay, ProMis, METVAL and RMS.
• Users’ access not reviewed to ensure that it remained
commensurate with their job responsibilities for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Violation logs and activity logs were still not
generated for review by management for Windows,
Unix, PayDay, ProMis, METVAL and RMS.
• Segregation of duties was not maintained between
the critical UNIX system administration functions
and the application security administration of the
ProMIS Income and ProMIS Expenditure systems
as the system controller for the ProMIS Income and
Expenditure systems could also perform UNIX system
administrator functions.
• These duties would form part of the tasks of the
Active Directory Administrator. This post is
contained in the new organogram. Once approved,
this post would be ?lled and remediation carried
out.
• All users will be noti?ed of this change by
December 2010.
• We have been aware of this weakness since the
last audit. We requested a budget of R1.02m to
remediate all the issues that were raised in the
AG’s report but, unfortunately, due to us being in a
?nancial crisis there is no cash available to support
the budget. Furthermore, there are little or no skills
available in-house to remediate these ?ndings hence
the reliance on outside service providers.
• We are currently updating user pro?les on Active
Directory. We have managed to secure temporary
resources to assist us with this exercise.
• Standard document to cater for Unix, Windows and
Applications will be designed and implemented by
February 2011.
• Will get Payday and ProMIS administrators to
correct these by February 2011.
• We do not have the in-house skills to professionally
manage this portfolio and have included the post
of an Unix Administrator in the new organization
structure. It is unlikely that this position can be
?lled adequately from within and we will have to go
to the external market to ?nd these skills.
• The new Municipal structure makes provision
for ICT Security Analyst and Security and Policy
Clerk. Both of whom report to the Business Systems
Manager in the Information management sub-unit.
This structure is in draft form presently and it is
envisaged that the structure will be adopted and
implemented by February 2011.
• It is agreed that this segregation needs to be
addressed. We have a post in the new structure that
will enable us to divorce these potentially risky
duties.
• With our Metval Admin person having resigned,
we are now using the services of an external service
provider for the administration of the system. With
an adequate and staffed structure in place, we will be
in a position to ful?l this ?nding.
• We do not have a technical person looking after the
Refuse management System and the responsibility
currently rests with the clerical staff. With an
adequate and staffed structure in place, we will be in
a position to remediate this ?nding.
56
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
127 Program Change
Management
Change management controls to ensure that only
authorised and valid changes would be effected to
data, tables and programs that generate the ?nancial
statements were inadequate.
Key audit ?ndings that were identi?ed:
• Change control standards and procedures were
not in place for PayDay, ProMIS Income, ProMIS
Expenditure, METVAL and RMS
• Formal change control documentation had not been
compiled for the PayDay and RMS data and system
changes.
• Service providers had access to the METVAL,
RMS, ProMIS Income and ProMIS Expenditure to
provide support and upload changes. However, the
municipality still did not monitor the activities of the
staff of the service provider.
• Historically, the Finance Unit were custodians of
this system and were responsible for all aspects
outside of hosting. ICT will from here on in provide
guidance on these issues. With an adequate and
staffed structure in place, we will be in a position to
remediate this ?nding.
128 IT Service
Continuity
IT service continuity is the process of managing the
availability of hardware, system software, application
software and data to enable an organisation to recover/
re-establish information systems services in the event
of a disaster. The process includes business continuity
planning, disaster recovery plans and backups.
Key audit ?ndings that were identi?ed:
• Lack of formally documented and approved business
continuity and disaster recovery plans
• Lack of backup standards and procedures for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Formal off-site backup arrangements for the
Windows, Unix, PayDay, ProMis METVAL
environments had still not been documented and
approved by management. Consequently, backups
were not taken to the off-site backup location on a
daily basis.
• DLT backup registers/checklists were not
maintained by operators, checked by the supervisor
or stored for a certain period for the UNIX
operating system and ProMIS application systems.
• Backup registers/checklists were not always
maintained by operators, checked by the supervisor
or stored for a certain period for the METVAL
application environment.
• Backup registers/checklists for the RMS were
not maintained by the backup operator, checked
by the supervisor, or stored for a certain period.
Furthermore, it was found that daily backups were not
always performed.
• Formal off-site backup arrangements for the RMS
environment had still not been documented and
approved by management. Consequently, backups
were not always copied to the off-site backup location
on a daily basis.
• This project will have to evolve over a 5 to 7 year
period because of the enormity of the task as well
as the cost of replicating our current Data Centre
coupled with the unavailability of funds at this
stage.
• Backup policy for Windows exists. We are in the
process of re-examining all backup issues which
will culminate in a formal Backup Strategy and
Policy Document. Expected date of completion is
December 2010.
• We are currently negotiating with METROFILE
for them to collect and deposit all back media in
this organization. It is expected that we have this in
place by January 2011. In the mean time ALL Data
Centre BACKUPS are housed offsite in Stores.
• We are in the process of re-examining all backup
issues which will culminate in a formal Backup
Strategy and Policy Document. Expected date of
completion is December 2010.
57
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
130 Facilities and
Environmental
Control
Physical, environmental and data centre controls
implemented to ensure the security, integrity,
performance and accessibility of the systems and
information.
Key audit ?ndings that were identi?ed:
• Physical access to the computer room was not always
adequately controlled.
• Environmental controls such as [old computer
equipment, boxes and documentation stored in
the computer room posed a ?re hazard, although
maintenance was performed, standardised checklists
were not completed for the maintenance and regular
testing of the uninterruptible power supply (UPS)
system, batteries, generators, power (low and high
tension) and ?re detection/prevention system,
network cabling in and around the network wiring
closets and servers was not neatly arranged.] not in
place and maintained in the computer room.
• Although physical access to the sensitive areas at the
municipality, such as the computer room and ICT
department, was logged, audit trails and logs could
still not be printed for access point devices and formal
procedures were still not in place to indicate when the
access logs should be retrieved, reviewed and signed
off.
• Formal access request documentation was not
completed for registering users, changing users’
access rights and terminating access rights on the
physical access control system to ensure the effective
administration of card users.
• Formal procedures had not been established to ensure
that the access of users on the physical access control
system would periodically be reviewed to con?rm that
their current access was commensurate with their job
responsibilities and approved levels of access.
• No physical access controls had been established for
the of?ce at the land?ll site where the Windows XP
PC was hosted.
• Environmental controls such as [No functional ?re
detection, protection and suppression systems or ?re
extinguishers were in place, a UPS system was not in
place to support the RMS application in an event of a
power failure, the land?ll site of?ce was not equipped
with ?reproof ceilings, old computer equipment,
boxes and documentation stored in the land?ll site
of?ce posed a ?re hazard] not in place and maintained
in the land?ll site computer room.
• New Time and Attendance system will include
this within the scope of the project. This was also
included in our request R1.02m which was not
approved for 2010.
• Measures will be put in place to progressively
comply with the AG’s request.
• System is manual. New T&A system will automate
this process.
• System will be moved to the Data Centre as from
February 2011. This will negate the need for
additional security controls.
58
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Administrative
Matters
1. Water losses
132 Water
Distribution
Losses
As disclosed under note 50 to the ?nancial statements,
water losses of 19,233,312 kilolitres(Kl) has been
stated as the real losses. Deducted from these losses is
1,393,193Kl stated as “apparent losses” –which refers to
the losses that are inherent and expected/assumed from
the distribution of water. However from discussions
with staff within the water section and as demonstrated
on note 50 to the ?nancial statements, this allocation
has not been updated from the prior years. As a result,
the amount disclosed as real losses is possibly over
or understated. In the absence of accurate workings/
recordings of the “apparent losses”, I am unable to
quantify the misstatement on the real water losses
disclosed on the ?nancial statements.
For Financial year 2009/2010 Real Water Distribution
Losses did equate to 19233312 kl (32.88%) of total
purchases. Included in this Real loss value was
an “apparent” loss component (Unauthorized
Consumption) of 1393193 kl (2.38%) of total
purchases. This apparent loss component constitutes
the following variables:
1) Theft
2) Metering inaccuracies
3) Illegal use
For the purpose of quantifying this component please
take note of the following.
In year 2001/2002 a consulting engineering ?rm
was appointed to investigate and reasonably
quantify “apparent” losses. Their ?ndings were that
approximately 2786386kl was attributed to “apparent”
losses. This equated to about 4.5 % of total purchases
in subsequent years water analyses. From this last
investigation to date there has been no continuity in
the investigation of theft, metering inaccuracies and
illegal use due to the lack of ?nancial and personal
resources.
A water loss data re-evaluation undertaken in
2004/2005 indicated that representation in “Real
Losses” should re?ect a 50% reduction so as not
to over-estimate this component until reasonably
accurate data could be obtained. This reduction
was based on NO relative data acquisition and
investigation. This same “apparent” water loss value
is indicated in subsequent water loss submissions and
presentations.
It is evident from the above that there is no conclusive
indication as to whether the “apparent” water loss
value is either overstated or understated.
59
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION B: SITUATIONAL ANALYSIS
1. INTRODUCTION:
Msunduzi municipality is located along the N3 at a junction of an industrial corridor from Durban to Pietermaritzburg and an
agro-industrial corridor stretching from Pietermaritzburg to Escourt. At a regional scale, it is located at the cross section of the N3
corridor and Greytown Road corridor to the north, a tourist route to the Drankensburg and Kokstad Road to the south. It has the
second largest urban centre within the province of KwaZulu-Natal and the main economic hub within Umgungundlovu District
municipality. Its location has a strong in?uence on regional channels of investment, movement and structuring of the provincial
spatial framework for growth and development.
After the December 2000 election ?ve previously independent entities were amalgamated to form the Msunduzi Municipality:
• Pietermaritzburg - Msunduzi TLC;
• Ashburton TLC;
• Vulindlela (rural);
• Claridge and
• Bishopstowe.
The implications and challenges arising out of that amalgamation process are summarized below:
PERIOD NAME AREA POPULATION
Up to 1994 Pietermaritzburg 150 sq km 176 590
1995 to 2000 Pietermaritzburg-Msunduzi TLC 251 sq km 373 910
Since 2000 The Msunduzi Municipality 649 sq km 523 470
2. THE POPULATION OF MSUNDUZI
The total population of the Msunduzi Municipality, according to the Census of 2007, was made up as Follows: The population of
Msunduzi has grown at a steady rate of 1.2% per annum:
Population 1996 Population 2001 Percentage Growth: Population 2007
523470 553224 6% 616730
MALE % FEMALE %
0 - 5 yrs 12 10
6 - 12 yrs 15 13
13 - 18 yrs 14 12
19 - 25 yrs 15 14
26 - 35 yrs 17 17
36 - 45 yrs 12 13
46 - 55 yrs 8 9
56 - 65 yrs 4 6
66 - 75 yrs 2 4
76 - 85 yrs 1 2
86+ 0 0
60
Msunduzi Municipality Integrated Development Plan 2011 – 2016
In terms of age and gender, the population is divided as follows:
COMMUNITY SURVEY 2007: BY TOILET
FACILITIES AND MUNICIPALITY
Flush toilet (connected to sewerage system) 82062
Flush toilet (with septic tank) 5875
Dry toilet facility 13613
Pit toilet with ventilation (VIP) 6307
Pit toilet without ventilation 22458
Chemical toilet 2300
Bucket toilet system 414
None 1362
NB: As far as the city is concerned we have completely eradicated the bucket system.
3. HOUSEHOLDS AND HOUSEHOLD SERVICES
TOTAL NUMBER OF HOUSEHOLDS
Census 2007 134390
One of the biggest challenges in terms of access to basic services is the extension of free basic services to farming areas.
COMMUNITY SURVEY 2007: BY ACCESS TO
WATER AND MUNICIPALITY
Piped water inside the dwelling 79813
Piped water inside the yard 33601
Piped water from access point outside the yard 14688
Borehole 1100
Spring 1126
Dam/pool 265
River/stream 1555
Water vendor 733
Rain water tank 202
Other 1308
Water is provided by both Umgeni Water and the Municipality. There is a current backlog of 14 063 individual water connections
in the Vulindlela and Edendale ares. The city also has a signi?cant number of unaccounted water losses which amount to
approximately 36% per annum.
In terms of sanitation, the largest backlog rests within the Vulindledla area which currently has a backlog of 30 000 VIP units.
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR COOKING AND MUNICIPALITY
Electricity 117051
Gas 2088
Paraf?n 10209
Wood 4592
Coal 250
Animal dung 69
Solar 59
Other 71
61
Msunduzi Municipality Integrated Development Plan 2011 – 2016
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR HEATING AND MUNICIPALITY
Electricity 113553
Gas 1233
Paraf?n 7704
Wood 9454
Coal 253
Animal dung 131
Solar 59
Other 2002
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR LIGHTING AND MUNICIPALITY
Electricity 122567
Gas 174
Paraf?n 1340
Candles 9366
Solar 128
Other 816
Electricity is provided by Eskom and the Municipality. According to the Census of 2001, a total of 14.4% households did not have
electricity. In terms of electricity there is a signi?cant backlog in the provision of street lights which currently is estimated at an
amount of R5 million per annum. Electricity losses are currently approximately 8%.
There is an average 2% household growth per annum. In order to address housing backlogs, an estimated 2500 houses need to be
constructed per annum. As the demand for rental housing increases, the municipality needs to facilitate the construction of at
least 500 middle-income houses per annum.
4. SOCIAL DEVELOPMENT:
4.1. EDUCATION AND TRAINING:
The Pietermaritzburg area of the City is a centre of educational excellence, in both provincial and national contexts.
Pietermaritzburg is a seat of the University of KwaZulu Natal and is home to several other institutions of higher
learning (technicons; technical colleges; FETs; etc.). In addition, Pietermaritzburg is home to a host of both private
and government owned institutions of primary and secondary education. Even within the rural and per-urban areas,
schools within the Msunduzi municipal area are situated within the national standard of a primary school within
2km and a secondary school within 5km. A continuous challenge is the standard of school buildings and access to
schools in various areas within Edendale and Vulindlela.
4.2. LIBRARIES:
Information is a strategic resource for economic, social and personal development. The public library service of
the municipality is a critical interface between people and information resources. Although public libraries serve a
range of educational, cultural and recreational functions, at this stage of South Africa’s development, their most vital
role is arguably the empowering of individuals and communities, and supporting life-long education. The major
role of public libraries at present is therefore seen as information provision. There are currently 9 libraries within
the urban core of the city. The central library has recently undergone renovations to include a children’s wing.
Currently, there are libraries within the rural areas. These areas therefore depend on school libraries, which in most
cases are signi?cantly small or non-existent.
62
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.3 HEALTH AND WELFARE SERVICES:
63
Msunduzi Municipality Integrated Development Plan 2011 – 2016
64
Msunduzi Municipality Integrated Development Plan 2011 – 2016
65
Msunduzi Municipality Integrated Development Plan 2011 – 2016
66
Msunduzi Municipality Integrated Development Plan 2011 – 2016
67
Msunduzi Municipality Integrated Development Plan 2011 – 2016
68
Msunduzi Municipality Integrated Development Plan 2011 – 2016
69
Msunduzi Municipality Integrated Development Plan 2011 – 2016
70
Msunduzi Municipality Integrated Development Plan 2011 – 2016
71
Msunduzi Municipality Integrated Development Plan 2011 – 2016
72
Msunduzi Municipality Integrated Development Plan 2011 – 2016
73
Msunduzi Municipality Integrated Development Plan 2011 – 2016
74
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.4. POWERS AND FUNCTIONS FOR THE MSUNDUZI
In relation to powers and functions, the Municipalities have implementing mandate of National and Provincial
policies regarding socio-economic development and polical life of the Municipality as enshrine in the Constitution.
In the context of Local Government functions, the District Municipalities then have co-ordination role and provision
of bulk service infrastructure. The template below was done to clarify the Msunduzi functional role of implementing
agencies and responsible of?cials.
FUNCTION/
POWER
RESPONSIBLE
OFFICIALS
BASED ON THE
APPROVED
ORGANOGRAM
WHO HAS
AUTHORITY
TO PERFORM
FUNCTION/
POWER
PERFORMED BY
MUNICIPALITY/
EXTERNAL
SERVICE
PROVIDER?
NAME OF
EXTERNAL
SERVICE
PROVIDER,
SPECIFY
NUMBER OF
STAFF TO
PERFORM
FUNCTION
NUMBER
OF STAFF
VACANCIES
FOR
FUNCTION
OPERATING
BUDGET
2008/2009
CAPITAL
BUDGET
2008/2009
Air Pollution DMM: CS & SE Local Municipality N/A 3 8 10 329 313 35 074 284
Building
Regulations
DMM: CS & SE Local Municipality N/A 16 7
Child Care Facilities DMM: CS & SE Local Municipality N/A 3 4
Electricity
Reticulation
DMM: ISF Local Both Eskom 252 56 324 286 118
66 877 164
6 000 000
Fire Fighting DMM: CS & SE Local Municipality N/A 80 30 285 738
Municipal Airports DMM: ED & G Local External Service
Provider
Turn Around
Management
4 0 6 941 301 2 750 000
Local Tourism DMM: ED & G Local External Service
Provider
Pietermaritzburg
Tourism
1 0
Municipal Planning DMM: CSP Local Municipality N/A 7 9 25 1499 1 050 000
Municipal Health
Services
DMM: ISF District Municipality N/A 11 32 4 233 555
Municipal Public
Transport
DMM: ISF Local Currently not being
performed at all
N/A N/A N/A 1 340 153 1 700 000
Pontoons and
Ferries
DMM: ISF Local No necessity to
perform
N/A N/A N/A
Storm Water DMM: ISF Local Municipality N/A 57 19 66 877 164 54 526 815
Trading Regulations DMM: ED & G Local Municipality N/A 11 (as and
when needed)
2
Water (potable) DMM: ISF Local Both Umgeni Water 173 83 198 395 629 13 428 577
Sanitation DMM: ISF Local Municipality N/A 82 40 66 877 164 54 221 252
Beaches &
Amusement
Facilities
DMM: CS & SE Local No necessity to
perform
N/A N/A N/A
Billboards & the
Display of
Advertisements in
Public Places
DMM: SG & HR Local Municipality N/A 2 2
Cemeteries, funeral
Parlours &
Crematoria
DMM: CS & SE Local Municipality N/A 24 10 1 543 591 2 545 000
Cleansing DMM: CS & SE Local Municipality N/A 212 17 12 555 827
Control of Public
Nuisances
DMM: CS & SE Local Municipality N/A 1 (as and when
needed)
0 11 638 661
Pounding Municipality Local Municipality 812 628
Control of
Undertakings that
Sell Liquor to the
Public
DMM: CSP Local External Service
Provider
SAPS Liquor Board N/A N/A
Facilities for the
Accommodation,
Care & Burial of
Animals
DMM: CS & SE Local Both SPCA 1 (as and when
needed)
0
Licensing of Dogs DMM: CS & SE Local Municipality N/A 11 (as and when
needed)
2 192 882
Licensing & Control
of Undertakings
that Sell Food to the
Public
DMM: CSP Local Municipality N/A 1 8
Local Amenities DMM: CS & SE Local Municipality N/A 23 10
Local Sport
Facvilities
DMM: CS & SE Local Municipality N/A 69 3 8 229 435 3 347 821
Markets DMM: ED & G Local Municipality N/A 50 5 4 556 504 600 000
75
Msunduzi Municipality Integrated Development Plan 2011 – 2016
FUNCTION/
POWER
RESPONSIBLE
OFFICIALS
BASED ON THE
APPROVED
ORGANOGRAM
WHO HAS
AUTHORITY
TO PERFORM
FUNCTION/
POWER
PERFORMED BY
MUNICIPALITY/
EXTERNAL
SERVICE
PROVIDER?
NAME OF
EXTERNAL
SERVICE
PROVIDER,
SPECIFY
NUMBER OF
STAFF TO
PERFORM
FUNCTION
NUMBER
OF STAFF
VACANCIES
FOR
FUNCTION
OPERATING
BUDGET
2008/2009
CAPITAL
BUDGET
2008/2009
Municipal Parks &
Recreation
DMM: CS & SE Local Municipality N/A 293 45 5 388 061 5 000 000
Municipal Roads DMM: ISF Local Municipality N/A 98 32 1 688 119 132 891 834
Noise Pollution DMM: CS & SE District Municipality N/A 8 (as and when
needed)
3
Public Places DMM: CS & SE Local Municipality N/A 21 11 7 420 847
Refuse Removal,
Refuse Dumps &
Solid Waste Disposal
DMM: CS & SE Local Municipality 125 17 20 397 058 37 843 977
Street Trading DMM: CSP Local Municipality N/A 1 7
Street Lighting DMM: ISF Local BOth Eskom 17 8 5 433 312 1 000 000
Traf?c & Parking DMM: CS & SE Local Municipality 90 40 5 899 762
76
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION C: DEVELOPMENT STRATEGIES
1. INTRODUCTION
This is the most critical area in the IDP which requires clear and concrete evidence to ensure that the community’s needs as
re?ected here in the form of challenges that are facing the City are addressed properly through our strategies, programmes and
projects. As part of the IDP review process, we embarked on a series of consultation with various stakeholders to review and
package the City’s strategies, the City vision, mission statement, goals and guiding principles.
All the submissions by various stakeholders were circulated to relevant Strategic Business Units (SBUs) to guide Strategic Business
Units’ strategies and submission of programmes to the IDP of?ce. Thereafter, the IDP team analysed all the programmes and
projects submitted against the list of challenges facing the City. Then, we advised the SBUs to adjust their submissions to match
with the City’ challenges. We attempted to align the City goals with the 2014 targets by National Government, the National Key
Performance Areas and the City Strategic Focus Areas and Balance Scorecard.
The City’s Guiding Principles were interrogated against the challenges facing the City and the prioritization as re?ected through
the pie graph indicates the percentages and priorities in terms of the allocation of budgets and the requirement of alternative
funding. The analysis on challenges indicated the magnitude of challenges facing the City as unsensitized.
It is our believe that the IDP review has open up possibilities to develop City Development Strategy, a lead to Key Performance
Indicators (KPI) and aligning the Budget and the IDP.
2. THE CITY DEVELOPMENT STRATEGY
The South African Cities Network has de?ned the City Development Strategy as “an action plan for equitable growth, developed
and sustained through participation, to improve the quality of life of all citizens”. According to the UN Habitat, the most important
product of a city-wide strategy that turns the city into an engine of equitable economic development and has a direct impact on
poverty reduction, local economic growth and improved governance.
Municipality has acknowledged that the IDP as it stands required to be prioritized whereby the integrated sector plans, speci?c
priorities and indicators would be set and guided by a long term strategic plan. Part of the IDP review for 2010/11 used izimbizo
feedback and the City Development Strategy (CDS) processes as components to review the IDP.
It was also acknowledged that the MEC’s reports for 2002/03 in particular and those of 2003/04, 2004/5, 2005/6, 2006/07, 2007/08,
2008/09 and 2009/10 made reference to more or less similar kind of gaps that the City needed to address. Part of long term planning
which is in line with the re?nement of the Spatial Development Framework is to begin to re-imagining Pietermaritzburg beyond
2025. This mode of thinking and mindset based on long term planning that will assist the decision makers and their constituencies
to realize that development and planning is inseparable and development and growth can not be realized overnight. As long as the
City tries to ?nd its strategic trust and direction under the backdrop of endless challenges facing the City, limited staff capacity
and limited resources. The CDS came as a catalyst to reinforce the revisioning of the future as captured under our Strategy
Roadmap. Once the CDS is completed, our Strategic Direction would be replaced by the CDS and the IDP would be a re?ection
of integration of various sector plans de?ned in terms of clear priorities, clear indicators and targets, projected over ?ve years.
3. THE CITY OF CHOICE
Part of re-imagining the Strategy Roadmap of the City under the CDS process, the Vision was adjusted as following:
THE CITY OF CHOICE
77
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.1 The Vision Statement
A safe, vibrant City in which to live, learn, raise a family, work, play and do business
3.2. MISSION STATEMENT
To stabilize the affairs of the municipality, and ensure that the municipality functions effectively, and in a
sustainable manner in delivering services to the community.
Organizational Goals
• A healthy citizenry with access to affordable, quality health care.
• A safe city with low crime levels and quality living areas.
• An ef?ciently managed, ?nancially viable and sustainable, city
• A well governed city underpinned by meaningful public participation
• A vibrant economic centre, attracting investment, supporting business development and creating jobs
• A city where all have access to habitable human settlements – decent houses, clean water and proper sanitation
• An environmentally sustainable and healthy city
• A well planned, spatially integrated city
4. STRATEGIC OBJECTIVES
4.1. FINANCIAL VIABILITY AND MANAGEMENT
Plan 1: Financial viability and sustainability
Strategic Objective:
1. To promote sound ?nancial management and reporting, effective budgeting and revenue enhancement
4.2. LOCAL ECONOMIC DEVELOPMENT
Plan 6: Economic Development and Job creation
Organizational Objectives:
2. To stimulate economic growth through job creation, promotion of BBBEE, development of SMME’s, co-
operatives and agri-industry
3. To promote sustainable tourism.
4. To promote and stimulate business investment, retention and expansion
4.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Plan 2: Quality living environments
Strategic Objective:
5. To improve access to affordable housing and facilities that promote quality living areas.
6. To improve accessibility and maintenance of habitable human settlements and facilities
7. To provide a responsible facility for the disposal of waste in a manner that is socially and environmentally
acceptable.
78
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.4. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Plan 5: Good governance
Strategic Objectives:
7. To develop an ef?cient, effective and accountable administration
8. To promote full participation of all stakeholders in the planning, implementation and decision making of the
municipality.
9. To improve basic literacy of society with special focus on targeted groups
4.5. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Plan 5: Good governance
Strategic Objectives:
10. To build a productive, knowledge based organization that will respond adequately to the needs of the
community and the city.
11. To develop the capacity and safety of our workforce.
4.6. ENVIRONMENTAL PLANNING & SOCIAL SERVICES
Plan 3: Safe, healthy and secure environment (environmental health and public safety
Plan 6: Integrated, sustainable spatial planning and development (planning, SDF, EMP
Strategic Objectives:
12. To ensure that all communities have access to social Services
13. To contribute towards a health, safe and secure environment with special focus on children, youth, women
and people with disability
14. To promote sports and recreation, and arts and culture
15. To promote a long term development vision and harmony in planning
5. OUR CITY GUIDING PRINCIPLES
To underpin all development activities:
• Sustainability
• Strategic Focus
• Participation
• Transparency
• People Centred
• Transformation
• Customer focus
• Integration and Alignment
• Democratic
• Implementation Orientated
• Accountability
• Co-operative Governance
79
Msunduzi Municipality Integrated Development Plan 2011 – 2016
6. STRATEGY MAPPING
NATIONAL KEY PERFORMANCE AREAS STRATEGIC ISSUES
1. BASIC SERVICES
1.1 Telecommunications
1.2 Community and public facilities
1.3 Solid waste disposal
1.4 Housing
1.5 Land use management systems
2. SOCIAL DEVELOPMENT SERVICES
2.1 Education
2.2 Health
2.3 Social security
2.4 Community safety
2.5 Disaster management
2.6 Gender, youth and people with disabilities
2.7 Sports and recreation
2.8 HIV and Aids
2.9 Community and public facilities
2.10 Land reform 2.11 Environmental sustainability
2.12 Arts and culture
2.13 Cemeteries and crematoria
3. ECONOMIC DEVELOPMENT SERVICES
3.1 Local economic development
3.2 Tourism planning
3.3 Agricultural development
4.4 Cooperatives and SMMEs
4.5 Public private partnerships
4.6 Business support and development
4. INSTITUTIONAL DEVELOPMENT AND
TRANSFORMATION
4.1 Batho Pele
4.2 Performance management
4.3 Human resources
4.4 Information technology
4.5 Administration
5. GOOD GOVERNANCE AND PUBLIC
PARTICIPATION
5.1 Integrated development planning
5.2 Policy development
5.3 Public participation
5.4 Internal audit
5.5 Anti-corruption strategy
6. FINANCIAL VIABILITY AND MANAGEMENT
6.1 Budgeting and reporting
6.2 Revenue enhancement
6.3 Expenditure control
6.4 Financial management
80
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION D: SPATIAL AND ENVIRONMENTAL PLANNING
1. INTRODUCTION
During late 2005/06 ?nancial year the Municipality through the Corporate Strategic Planning Business Unit contracted the
expertise of the Udidi Develoment Consultants (Udidi) and Iyer Rothaug Collaborative (IRC) to undertake the project on the
SDF re?nement as per their project proposals. Part of the scope was to suture together various disintegrated studies and plans that
were done previous by the Msunduzi (Old City of Pietermaritzburg) and consolidate a number of pieces of work generated by the
uMgungundlovu District and align with the Provincial Spatial Plan along primary and secondary corridors and nodal points to
avoid duplication and wastage of limited resources.
In preparation of the review of the IDP 2011-2016 and beyond, the SDF was revised. Through the review of the SDF the
Municipality began a process of developing local area plans for the following corridors and nodes:
• Entry Corridor.
• CBD Central.
• Northdale CBD
• Taylors Halt Node.
• Masson’s Mill Node.
• Scottville/New England Complex.
• Ashburton/Lynn?eld Node.
• Ambleton City.
Developments regarding the N3 Coriddor, few projects have been identi?ed which will be considered as part of local area plans
and Land Use Management of the corridor. The Msunduzi Municipality is currently revising the three existing Town Planning
Schemes as part of the Integrated Land Use Management Scheme.
This assignment could not be undertaken in isolation, therefore, at the macro level, the alignment in re?ning the City’ SDF lays
the foundation at the micro level for the Provincial Spatial Economic Development Plan which is the implementation strategy
of the PGDS which is in line with NSDP. The principles of the Provincial Spatial Economic Development Plan is that the
economic development and growth opportunities should be channeled into activity corridors and nodes that are adjacent or link
the main growth centers, therefore, the following should be consider in terms of urban and rural development planning and in
determination of budget expenditure patterns:
• Primary node – eThekwini
• Secondary – Richards Bay, Msunduzi, Newcastle and Port Shepstone; eThekwini to uMhlathuze eThekwini, Msunduzi
and uMgeni
• Tertiary Nodes
• Mhlathuze, Ulundi to Vryheid (sc1)Kokstad to Umzimkhulu to Umsunduzi (sc2) Msunduzi, Nkandla to Ulundi (sc3);
Ulundi, Nongoma and Pongolo; Libombo SDI to Maputo; Port Sheptone; St Faith to Ixopo; Maphumulo, Ndwedwe
and Dube; Ukhahlamba corridor; Weenen, Nkandla and Eshowe; Manguzi to Swaziland; Makhathini Flats; Greytown,
Msinga and Madadeni; Nkandla, Nqutu and Vryheid; Mtubatuba and Nongoma
The biggest leap jump that we expect out of this assignment is to take the City beyond the apartheid planning and designs which
were the basis of our City and most cities in South Africa. It is our believe that when the framework is presented, it will renew
hopes and inspire new dreams, invoke the identity of the City of Choice, unlock economic vibrancy and opportunities, restore and
lay a foundation of the con?dence in the South African business and commitment to work for our beloved country.
2. MSUNDUZI SDF REVIEW
2.1. BACKGROUND
2.1.1. The Spatial Development Framework (SDF) is an integral part of a Municipality’s IDP. It represents the
spatial expression of the Council’s development vision, and should therefore be reviewed regularly to take
into account changing circumstances.
81
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.1.2. Council’s existing SDF was adopted during 2002 the current SDF was revised during the cause of 2011/12
?nancial year as part of the IDP review for 2011-2016,and the development vision and the vision statement
were revised for 2035 Vision as follows:
Vision 2035
“The City of Choice.”
The Vision Statement
A safe , vibrant city in which to Leave ,Learn, Raise a family,Work,Play and do Business.
2.1.3. In ful?lling this Vision, the Municipality is guided by its mission for facilitating service delivery which
includes dealing with:
- Community participation
- Social and Economic Development and Growth
- Safety, Security and HIV/AIDS
- Sustainable Service Delivery
- Sound ?nance
- Sound Governance
- Sustainable Environmental Management
2.2. LEGISLATIVE FRAMEWORK
2.2.1. The SDF is guided by, amongst others, the following:
· The Development Facilitation Act (DFA)
· The Provincial Growth and Development Strategy (PGDS)
· Environmental Conservation Act (ECA)
· The National Environment Management Act (NEMA)
· Accelerated and Shared Growth Initiative for South Africa (ASGISA)
· National Spatial Development Perspective (NSDP)
· Provincial Spatial Economic Development Strategy (PSEDS)
2.2.2. As the regulations formulated in terms of the Municipal Systems Act, 2000 provide the legal requirements
for the content of a Municipality’s SDF, they are quoted in full hereunder:
(a) give effect to the principles contained in Chapter 1 of the Development Facilitation Act, 1995 (Act No.
67 of 1995);
(b) set out objectives that re?ect the desired spatial form of the municipality;
(c) contain strategies and policies regarding the manner in which to achieve the objectives referred to in
paragraph (b), which strategies and policies must-
(i) indicate desired patterns of land use within the municipality;
(ii) address the spatial reconstruction of the municipality; and
(iii) provide strategic guidance in respect of the location and nature of development within the
municipality.
(d) set out basic guidelines for a land use management system in the municipality;
(e) set out a capital investment framework for the municipality’s development programs;
(f) contain a strategic assessment of the environmental impact of the spatial development framework;
(g) identify programs and projects for the development of land within the municipality;
(h) be aligned with the spatial development frameworks re?ected in the integrated development plans of
neighbouring municipalities; and
(i) provide a visual representation of the desired spatial form of the municipality, which
representation –
(ii) must indicate where public and private land development and infrastructure investment should
take place;
(iii) must indicate desired or undesired utilization of space in a particular area;
82
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(iv) may delineate the urban edge;
(v) must identify areas where strategic intervention is required; and
(vi) must indicate areas where priority spending is required”.
2.2.3. The principles contained in Chapter 1 of the Development Facilitation Act set out what should be achieved
through planning processes as well as the administrative processes dealing with development proposals
and applications. Of speci?c relevance to the SDF Review are the principles contained in paragraph a) of
Chapter 1:
Policies, administrative practice and laws should:
(i) provide for urban and rural land development;
(ii) facilitate the development of formal and informal, existing and new settlements;
(iii) discourage the illegal occupation of land, with due recognition of informal land development processes;
(iv) promote speedy land development;
(v) promote ef?cient and integrated land development in that they:
· promote the integration of the social, economic, institutional and physical aspects of land
development;
· promote integrated land development in rural and urban areas in support of each other;
· promote the availability of residential and employment opportunities in close proximity to or
integrated with each other;
· optimize the use of existing resources including such resources relating to agriculture, land,
minerals, bulk infrastructure, roads, transportation and social facilities;
· promote a diverse combination of land uses, also at the level of individual erven or subdivisions
of land;
· discourage the phenomenon of “urban sprawl” in urban areas and contribute to the development
of more compact towns and cities;
· contribute to the correction of the historically distorted spatial patterns of settlement in the
Republic and to the optimum use of existing infrastructure in excess of current needs; and
· encourage environmentally sustainable land development practices and processes.
2.3. THE CURRENT SPATIAL FRAMEWORK PLAN
2.3.1. The current Spatial Framework Plan forms part of the Municipality’s 2002 IDP. It sets out the purpose of
the Plan, and identi?es the following principles to guide development:
- Compaction
- Integration
- Densi?cation
- Restructuring the City
- Meeting Land Use Needs
- Identi?cation of areas of economic development potential
2.3.2. The Framework Plan sets a number of spatial goals and elaborates on the guiding principles, as well as the
basic planning concepts utilised in the plan, such as movement systems, corridors and nodes.
2.3.3. The plan identi?es concepts which require special attention, and areas where more detailed planning has
been done, or was still required at the time. These include the Greater Edendale area, the Central Area and
the high potential agricultural land in the west of the Municipality. It also makes recommendations with
regard to areas for densi?cation, amenity protection, and more ?exible planning controls.
83
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.4. THE DRAFT SDF REVIEW
2.4.1. Background
i) The approach adopted by the Municipality for the SDF review is the formulation of Spatial Development
Frameworks for four spatial areas or Area Based Management Sectors (ABMS). From these plans, an
overall SDF for the entire Municipality is distilled at an appropriate level of abstraction. The four
ABMS are:
- Northern Area.
- CBD, Ashburton, Eastern Areas.
- Vulindlela.
- Greater Edendale.
ii) In the process of integrating the four ABMS plan, a certain level of integration and rationalisation is
necessary to ensure consistency and legibility.
2.4.2. Planning Design Guidelines
i) In addition to the legislative provisions referred to in paragraph 2, the following planning principles
guide the SDF Review:
- Urban densi?cation
- Integration
- Sustainability
- Compaction
- Redressing imbalances
- Quality Urban Environment
ii) The review was also informed by the SDF for the Umgungundlovu District Municipality, which
identi?es Msunduzi as the primary node in the District, and inter alia recommends the upgrading
of certain tourist routes and the establishment of bypass routes to ease congestion in and around the
primary node. Alignment with the SDF’s of adjoining Municipalities will be required before the
reviewed SDF is ?nalised.
iii) Dewar’s generic concept as illustrated in the following diagram is utilised to achieve the planning
principles.
2.4.3. Historical Context
i) In order to understand the challenges associated with the current form of the city and the planning
and development interventions that will be required to address these challenges, we must remind
ourselves how the current municipal boundaries came about. As illustrated in ?gure 1, the Msunduzi
Municipality Area consists of three district areas, each of which is home to approximately 200’000
people i.e.
· The former borough of Pietermaritzburg
· Greater Edendale
· The Vulindlela Tribal area
ii) During the 1850’s, development was concentrated mainly in the central grid which by and large
coincides with the existing CBD. Together with the surrounding townlands it made up the borough of
Pietermaritzburg.
iii) In 1848, the Zwartkop location to the west of the borough was declared. The boundaries of this area
remained unchanged, and subsequently became the Vulindlela Tribal Area.
84
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iv) During the 1970’s, the Edendale area was established as a separate administrative entity as part of the
Government’s apartheid policy. At the same time, in an effort to force people out of townships which
formed enclaves in so-called white areas, investment was curtailed into infrastructure and maintenance
in areas like Sobantu, leading to a deterioration of residential amenities.
v) At this stage the city as we know it was administered by four different authorities i.e. the Pietermaritzburg
Municipality, the Kwa-Zulu Government (Vulindlela), the Department of Co-Operation and
Development (Greater Edendale) and the Development and Services Board (Ashburton and Fox Hill).
As astonishing as it might seem, these areas were planned and developed in isolation of each other,
despite their obvious functional and economic interdependence.
vi) In 1995, the Pietermaritzburg TLC was established with the Greater Edendale area and other areas
to the east being incorporated into the city. This was followed in 2000 by the creation of the present
municipal area, which brought Vulindlela and additional areas to the east and southeast into the city.
vii) Although these interdependent areas now form one administrative entity, the outlying area generally still
function as dormitory areas to Pietermaritzburg where most of the economic activity is concentrated.
One of the primary objectives of the SDF is therefore to reduce the racial separation, spatial segregation
and development inequality produced by colonial and apartheid planning.
2.4.4. Planning and Development Informants
i) The application of general planning and development principles and concepts are in?uenced by the
local context. The following informants shape the SDF;
- The strategic location of the Municipality on the N3, providing high levels of accessibility
between major urban centres and adjacent provinces.
- The City’s status as the Provincial Capital and the primary node in the District, and as an
emerging metropolitan area.
- Present development patterns and the interaction between residential and employment areas,
and the availability of facilities to communities.
- The present transport infrastructure focused on the central area, and low levels of connectivity
between the peripheral areas.
- Physical and topographical constraints.
- Environmental consideration.
- Relatively low levels of access to urban services and facilities for some communities.
- Pockets of poverty and unemployment and low levels of participation in the local economy by
low income communities.
ii) These informants are analysed and discussed in detail in the contextual framework, and the SDF’s for
the ABMS’s.
2.4.5. The Main Elements and Structure of the SDF
i) In general terms, the planning principles and concepts which underpin the current SDF remain
applicable, especially those that conform to the legislative guidelines as set out in paragraph 2 above.
ii) The draft SDF largely re?nes and builds on the current SDF, and is aimed at restructuring the radial
existing form of the city through
- The introduction of additional Mobility and Arterial roads to create a more functional road
lattice to facilitate movement with alternative options. It also attempts to improve access to
areas previously marginalised from the local economy.
- The establishment of a series of nodes in both the urban and rural components of the city
distributed in such a way that communities are within reasonable travelling distance of the
services offered at these nodes.
- Mixed use corridors that extend a limited distance from the CBD, and activity spines in focussed
areas along some of the major routes, without undermining the primary mobility function.
85
Msunduzi Municipality Integrated Development Plan 2011 – 2016
- The location of new residential developments in relatively few areas within an Urban Growth
Boundary, to create a compact and ef?cient city, contain urban sprawl and conform to basic
environmental objectives.
iii) The consolidated SDF ‘s main departure from the current SDF is in the reduction and rationalisation
of proposed nodes and development corridors.
2.4.6. The SDF Map and its designations
i) In order to improve legibility while maintaining basic orientation, the cadastral layer has been removed
from the base map. The main categories of existing land use are shown as a faint backdrop, with
lower order uses such as corner shops, minor educational facilities and clinics being absorbed into the
dominant surrounding land uses. Exceptions are made in cases where such existing facilities are at a
higher order or serve as major landmarks, e.g. Edendale and Greys Hospital, UKZN and Maritzburg
College.
ii) Nodes
A hierarchical system of nodes is proposed, based on existing levels and patterns of development,
and the distribution of future development and transport linkages, to ensure optimum accessibility to
goods and services through equitable distribution. The various nodes are distinguished in terms of
whether they are:
- Existing and to be maintained at that level
- Existing at a lower level and to be extended and consolidated into a higher level node
- New nodes to be introduced and phased in over time and as thresholds occur.
a) The CBD Node
This is the heart of the City, and consists of the core and the frame surrounding it. The
core contains the full range of uses associated with a CBD, while the frame accommodates
transitionary uses at a lesser density. The so-called CBD extension node, which includes the
recently developed Motor World, the Bird Sanctuary Site, the Midlands Mall and the RAS has
been incorporated into the CBD Node.
b) Regional Multi-Use Node
This level of node includes a retail component between 75 000 m2 and 120 000 m2, and serves
a regional function. In addition to retail, it can include a wide range of compatible uses. There
is one existing Regional Multi-Use Node (Liberty Mall and the surrounding area), and one
proposed (in the Edendale area).
c) Community Multi-Use Node
These serve a community function, and would have a retail component ranging from 25 000 m2
- 40 000 m2. Can also accommodate a wide range of compatible uses, and the SDF distinguishes
between existing community nodes to be maintained at existing levels, those with the potential
for expansion and future nodes. Essentially, the Edendale Node will be consolidated at this
level, and a new node of this type will be induced at Shenstone.
d) Neighbourhood Multi-Use Node
These operate at a neighbourhood level, and have retail components of between 5 000 m2 and 12
000 m2. These types of nodes occur in two forms, viz as mono use nodes that are pure retailing,
and those that are multi-use. Again, the SDF identi?es existing nodes to be maintained or
expanded, and future nodes.
e) Focus Multi-Use Node
This node includes light industrial, warehousing and “big-box” retailing and other uses not
normally found in the other nodes, and is located at Camps Drift.
f) Administration Node
This node is on the edge of the CBD Node and includes Greys Hospital, Carter High School and
the Town Hill Hospital Grounds, to which the Provincial Parliament is likely to relocate.
86
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iii) Corridors
a) Provincial Priority Corridor
This is the N3 which has been identi?ed as a priority development corridor by the Provincial
Cabinet. Its prime function is to serve as a long-distance movement corridor, and although the
agglomeration bene?ts of the corridor should be optimised, this should not interfere with its
primary function. Consequently, development will be located at or near some intersections.
b) Activity Spines
Generally referred to as development corridors, these occur along major arterials leading into or
from the CBD Node. A mix of complementary land uses including retail, of?ce, entertainment
and residential; about half a street block in width fronting onto the arterials, are to be encouraged,
but only in speci?c areas.
c) Arterial Roads and Bypasses
These existing and proposed roads are aimed at improving accessibility, alleviating congestion
in and around the core, and opening up areas previously excluded from the local economy. In
the case of future roads, the alignment shown is merely diagrammatic.
iv) Land Use Designations
A range of standard designations are employed, and to improve legibility of the map the main categories of
existing land use are shown as a backdrop.
In the case of residential areas, the map distinguishes between:
a) existing residential areas (formal, informal and rural) where improvement and/or upgrading is required,
and
b) future formal residential areas.
The exact boundaries and magnitude of future development can only be determined through more detailed
assessments, and are subject to obtaining the prescribed statutory approvals.
To discourage urban sprawl, an Urban Growth Boundary is suggested along the southern and south-western
sides of the Municipality.
Expansion of other areas are constrained by the topography, and to the north-east and eastern side of the
Municipality (Ashburton) an Agriculture, Smallholding and Eco-tourism designation is suggested. In these
areas, the main objective is to maintain the existing character, and in addition to agriculture, rural/eco-tourism
activities are to be encouraged. Land subdivision should not be supported if it will jeopardise the agricultural
viability of existing farming operations, and large-scale land transformation should not be allowed
3. UKUBUYEKEZWA KOHLAKA LWENTUTHUKO YEZINDAWO “SDF”
LWASEMSUNDUZI
3.1 IMVELAPHI
3.1.1. iSpatial Development Framework (SDF) iyingxenye yohlaka lohlelo lwentuthuko oludidiyelwe owaziwa
ngokuthi iIDP. Loluhlaka lungombono wezentuthuko yomkhandlu, kanti kumele uhlale ubuyekezwa ukuze
kubonakale izinguquko eziyaye zibe khona.
3.1.2. Isdf yomkhandlu ekhona njengamanje yayiphasiswe ngonyaka ka 2000, kanti okuyimanje iyabuyekezwa
ukuze kufakwe nombono womkhandlu wentuthuko ohamba uze u?ke kunyaka ka2025 onesingqi esithi
uMbono ka-2025
“Idolobla Lekhethelo”
87
Msunduzi Municipality Integrated Development Plan 2011 – 2016
uKuchazwa kwaloMbono
Ngonyaka ka-2025 ukwenza iDolobhakazi ongaliqhathanisa namanye amadolobhakazi omhlaba libe
ngelekhethelo kakhulu uma kubhekwa indawo elakhele kuyo, izinto ezingamagugu, nezakhiwo zemfundo
konke kwenza futhi kubeke iZinga leMpilo ibe Phezulu kuwonkewonke
3.1.3. Ekufezeni lombono, Umkhandlu uzogadwa isibophezelo sokuqiniseka uku?ka kwentuthuko, ukuqinisekisa
lokho ezinye zezinto ezibalulekile ilezi ezilandelayo:
Ukulungisa izinhlelo ngobuqotho ukuze ukusebenza kwamasipala kuqimisekise ukuthi umasipala usebenza
ngokweqophelo eliphezulu njengesisekelo ukuqinsekisa ukulethwe kwezidingo zomphakathi.
3.2 IMITHETHO EYISISEKELO
3.2.1 Ukwenziwa kwe SDF kugadwa ikakhulukazi ilemithetho eyisisekelo elandelayo:
· The Development Facilitation Act (DFA)
· The Provincial Growth and Development Strategy (PGDS)
· Environmental Conservation Act (ECA)
· The National Environment Management Act (NEMA)
· Accelerated and Shared Growth Initiative for South Africa (ASGISA)
· National Spatial Development Perspective (NSDP)
· Provincial Spatial Economic Development Strategy (PSEDS)
· NLTTA
3.2.2 Njengoba imigomo inqunyiwe kumthetho wezinhlelo zohulumeni basekhaya iMunicipal Systems Act,
umthetho 32 ka 2000 inikezela ngokusemthethweni indlela iSDF yomkhandlu okumele yenziwe ngakhona,
ngaphansi uhlu lwalemigomo ebekiwe:
a) Inikezela ukusebenza kwemikhombandlela ekwisigaba sokuqala se DFA, 1995 (Umthetho. 67 ka 1995)
b) Ibeke amacebo akhombisa isimo sendawo e?swa ngumkhandlu
c) Inamacebo okuhamba nemigomo nemibandela ngokwendlela yokuphumelelisa (yokuzuza) amacebo
lawa adalulwa engenhla (b), imaphi amacebo okuhamba nemigomo kufanele:
i) Aveze izindlela zokusebenziswa komhlaba ezi?swayo ngaphansi kwaMasipala
ii) Ibhekelele ukuvuswa kabusha kwe ndawo kaMasipala; bese
iii) Inikeza unakekelo oluphusile ngokubekeka kanye nendlela ye ntuthuko ngaphansi kukaMasipala
d) Ibeke ngokusezingeni imibandela yohlelo lokuphatha ukusetsehnziswa komhlaba ngaphansi
kukaMasipala
e) Ibeke i “capital investment framework” lwezinhlelo zokuthuthukisa UMasipala;
f) Ibe nokuhlolwa okuphusile komthelela kwezemvelo kwiSDF
g) Iveze izinhlelo nemisebenzi yentuthuko yomhlaba ongaphansi kaMasipala
h) Ihambisane neSDF evezwe kwi Pulani yentuthuko ephelelisiwe (IDP) yoMasapala abangomakhelwane;
bese
i) Inikeza umfanekiso obonakalayo ye “Spatial Form” kaMasipala,
ii) kufanele iveze ukuthi intithuko yomhlaba wompakathi wonkana nowo muntu oyedwa ne
investment yenqalasizinda ingenziwa kuphi.
iii) kufanele iveze ukusenstenziswa kwendawo okufunakalayo nokungafuneki kwendwo kwi
particular ndawo
iv) Iveze umphetho wedoloba
v) Iveze izindawo lapho ekudingeka khona ungenelelo oluphusile iphinde
vi) iveze izindawo ezidinga uxhaso olukhethekile
88
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2.3 Imigomo eshicilelwe esigabeni sokuqla seDevelopment Facilitation Act ikhombisa ukuthi yini okumele
ibe yimiphumela ekuhlelweni kwezentuthuko kanye nokubhalisa izicelo kanye nezinhlelo zentuthuko.
Okuhambisana kakhulu nokubuyekezwa kwe SDF, ileyomigomo eshicilelwe kwinhlamvu a) etholakala
kwisigaba sokuqala se DFA:
Imigomo nemithetho ye “administrative practice” ifanele:
i) Ukuletha intuthuko ezindaweni ezisemaphandleni nasemadolobheni.
ii) Ukwenzalula intuthuko yezindawo ezihlelekile nezingahlelekile, ezikhona nezintsha zokuhlala.
iii) Ukuvimbela ukusebenzisa umhlaba ngokungemthetho.
iv) Ukugqugquzela ukuthuthikiswa komhlaba ngokusheshayo.
v) Ukugqugquzela ukuthuthukiswa komhlaba ngokwanele futhi nokuhlangene.
· Ukugqugquzela ukuthuthukisa umhlaba okuhlanganisa ezenhlalakahle yomphakathi,
ezomnotho, nokuhleleka, nangokwakheka komhlaba ngokwendalo,
· Ukugqugquzela intuthuko ehlanganisile emaphandleni nasemadolobheni
· Ukugqugquzela ukuba khona kwezindawo zokuhlala nokuvuleleka kwamathuba emisebenzi
ezindaweni ezisemaduze noma lezi zindawo zihlanganiswe ndawonye
· Kusentshenziswe kwemkhakha ekhona ngokwanele ibandakanye imikhakha ethintene
nezolimo, umhlaba, ezimbiwa phansi, izinqalasizinda, ezokuthutha, nezinto zomphakathi.
· Ukugqugquzela ukusentshenziswa komhlaba okuxubile,nasemhlabeni womuntu oyedwa noma
emhlabeni ehlukanisiwe.
· Kuvinjelwe ukugqagqana kwezindawo ezingamadolobha, bese kuxhaswa intuthuko yamadolobha
ahlangene.
· Ukuxhasa ekulungiseni izindawo
· Ukugqugquzela kukulandela imikhuba kanye nezindlela okuyizona ezibheke ezemvelo.
3.3. iSPATIAL FRAMEWORK PLAN EKHONA
3.3.1. Njengamanje iSpatial Framework Plan siyingxenye yombiko womkhandlu iIDP okuwuhlelo lwentuthuko
edidiyelwe ka 2002. Lokhu ke kunikeza inhloso yezinhlelo, kanti futhi inikeza lemigomo elandelayo
engumkhombandlela yentuthuko:
- Ukuhlanganisela ezentuthuko
- Ukudidiyelwa kahle kwezinhlelo
- Ukwandiswa kwemiphakathi
- Ukuhlelwa kabusha kwedolobha
- Ukuhlangabezana nezidingo zokusentshenziswa komhlaba
- Ukukhomba izindawo ezingabamba iqhaza ekuthuthukeseni umnotho
3.3.2. Le “Framework Plan” inikeza imiphumela elindelekile embalwa, kanti futhi ithinta nakwimikhombandlela
egadile kanye nendlela esentshenzisiwe ukwenza izinhlelo ezenziwe, okufaka ukusentshenziswa kwama
“movement systems”, “corridors” kanye nama “nodes” (izindela zokuhamba kanye namathuba avelayo).
3.3.3. Loluhlelo luveza izindlela ezidinga ukunakwa ngokucophelela, kanye nezindawo lapho izinhlelo
eziseqopheleni eliphezulu esezenziwe khona, noma obekusadingeka ukuba izinhlelo zenziwe. Lezindawo
zifaka inxenyekazi enkule Edendale ne Imbali, inxenye enkulu yedolobha (Central Area), kanye nomhlaba
onothe kakhulu ngokwezolimo osentshonalanga nomkhandlu (Vulindlela). Kuloluhlelo kukhona
neziphakamiso zokwandisa imiphakathi, ukuvikeleka kwezakhiwo, kanye nemigomo yezinhlelo zentuthuko
efanelekile kwezinye izindawo.
89
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.4. iSDF ESABUYEKEZWA
3.4.1 Imvelaphi
i) Indlela Umkhandlu owayikhetha ukwenza iSDF, yaba ukusungula iSpatial Development Framework
yezigceme ezine ezaziwa ngokuthi ngama “Area Based Management Sectors (ABMS)”. Kuzokwenziwa
iSDF yendawo ngayinye, kube sekwenziwa iSDF eyodwa yomkhandlu wonkana esezingeni elifanelekile.
Lezi zigceme ezaziwa ngama ABMS ilezi ezilandelayo:
1. Northern Area.
2. CBD, Ashburton, Eastern Areas.
3. Vulindlela.
4. Greater Edendale.
ii) Ekuqhubekeni kokuhlanganiswa kwezinhlelo zalezizindawo ezine, izinga elithize lokuhlanganisa
izinhlelo libalulekile ukuze kuqinisekiswe intuthuko ephumelelayo.
3.4.2. Umlando
i) Ukubona izinkinga ezihambisana nesimo sedolobha, kanye nokuhlela okudinga ukwenziwa ukulungisa
lesisimo, kuyofanele sizikhumbuze ukuthi imingcele yomkhandla yaqhamuka kanjani. Njengoba
kukhonjisiwe ebalazweni 1, indawo yomkhandlu uMsunduzi uhlukene izinxenye ezintathu, eziyikhaya
kubantu abalinganiselwa ku 200’000.
· Idolobha lasePietermaritzburg
· Greater Edendale
· Vulindlela Tribal area
ii) Ngeminyaka yo 1850’s, intuthuko yayenzeka kakhulu maphakathi nedolobha, okuhambelana kakhulu
nendlela imaphakathi ledolobha libukeka ngakhona njengamanje. Ngokuhlanganiswa namadolobhana
aseduze kwakheka indawo eyabizwa ngokuthi iPietermaritburg.
iii) Kwathi ngonyaka ka 1848 kwaqanjwa indawo eyabizwa nge “Zwartkop” ngasentshonalanga kwedolobha.
Imingcele yalendawo ayizange ishintshe, kanti yangcina isibizwa ngedawo yaMakhosi i“Vulindlela”.
iv) Ngeminyaka yo 1970’s kwasungulwa indawo yase Edendale njengendawo ezimele yezokubhalisa
eyayingaphansi kohlelo lukahumeni wobandlululo. Ngesikhathi esifanayo, emizameni yokukhipha
abantu emalokishini, okwenza ukuthi kwakheke amaqulu ezindaweni ezazibizwa ngezabelungu,
ukuntshalwa kwezimali kwaba kuncane ngakwezengqalasizinda, lokhu kwaholela ekutheni
ukunakekela izindawo ezinjengo Sobantu kube sezingeni eliphansi ngedlela yokuthi izakhiwo
zokuhlala zaba sezingeni eliphansi.
v) Njengamanje, njengoba sazi ukuthi idolobha lalilawulwa imikhandlu emine, ngamanye amazwi,
Umkhandlu Pietermaritzburg, Uhulumeni waKwaZulu (Vulindlela), Umnyango “Co-Operation &
Development” (Greater Edendale) kanye nebhodi “Development & Services Board (Ashburton &
Fox Hill). Lokhu kungabukeka kumangalisa, kepha lezi zindayo zahlelwa zaphinde zathuthukiswa
ngokubandlululana ngayinye ngayinye, kwangabhekwa ukusebenzisana kanye nokudingana kwazo
ngakwezomnotho.
vi) Ngonyaka ka 1995, kwasungulwa iPietermaritzburg TLC kanye nendawo yase Greater Edendale
nezinye izindawo ezingasempumalanga zahlanganiswa nedolobha. Lokhu kwalandelwa ngonyaka ka
2000 ngokusungulwa kwendawo yomkhandlu ekhona njengamanje, okwaholela ekutheni izindawo
ezinjengo Vulindlela kanye nezinye izindawo ezizungezile ezingasempumalanga kanye naseningizimu-
mpumalanga zihlanganiswe nedolobha.
90
Msunduzi Municipality Integrated Development Plan 2011 – 2016
vii) Noma ke lezi zindawo ezidinganayo sezenza umkhandlu owodwa, ezinye zezindawo eziqhelile
zisasebenza njengezindawo zokuhlala nje kuphela ezakhele iPietermaritzburg, lapho ezohwebo zenziwa
khona kakhulu. Esinye sezimpokophelo saloluhlaka lokuthuthukisa izindawo (SDF) kungukwehlisa
izinga lokuhlukana kwezinhlanga, intuthuko engalingani eyayikade yenziwe ukudliwa kwemihlaba
(Colonialism) kanye nokuhlela ngesikhathi sobandlululo.
3.4.3. Imigomo elandeliwe ye“Planning Design”
i) Ukwenezela kwimithetho sisekelo enikeziwe embikweni wesibili, lokhu okulandelayo eminye imigomo
yokuhlela izindawo egada ukucuntshungulewa kweSDF:
- Intuthuko eqhubekayo
- Ukulungisa ukungalingani
- Ukuhlanganiselwa kwentuthuko
- Ukuhlanganiswa kahle kwezinhlelo
- Amadolobha ahleleke ngendlela
- Ukwandiswa kwemiphakathi emadolobheni
ii) Lokhu kucuntshungulwa kweSDF kufake phakathi neSDF yomkhandlu Umngungundlovu District
Municipality, kuleSDF uMsunduzi uvezwe njengedawo ebalulekile “primary node” emkhandlwini
Umngungundlovu wonkana. Yingakho ke ngokunjalo kuneziphakamiso zokusimamisa izinga
lemingwaqo okuhamba kuyo izivakashi, kanye nokusungula eminye imingwaqo emincane ukuze kwehle
isiminyaminya eduze kanye nakuyo i“Primary Node”. Kubalulekile ukubandakanywa kwamanye
amaSDF’s yemikhandlu eyakhelene noMsunduzi kungakapheli ukubuyekezwa kwaleSDF.
iii) Lesi sithombe esilandelayo saziwa njenge “Dewar’s generic concept”, kanti sikhombisa indlela
esentshenzisiwe ukuze kufezeke imikhombandlela yezokuhlelwa kwezindawo.
3.4.4. Izinto ezibalulekile ekuhlelweni kwezentuthuko
i) Ukusentshenziswa kwemigomo efanelekile yezokuhlela nezentuthuko, iholwa izinto ezisuke zikhona
kuleyondawo. Ngakho ke lokhu okulandelayo yikhona okuhola iSDF kulendawo:
- Ukwakhiwa komgwaqo onguthela wayeka uN3, okwenza ukuba ku?nyeleleke kalula kwamanye
amadolobha amakhulu kanye nezinye izifundazwe ezakhelene nomkhandlu.
- Isimo sedolobha ukuba yiNhlokodolobha yesifundazwe saKwaZulu-Natali, ukuba yi “Primary
Node” yomkhandlu uMgungundlovu wonkana, kanye nokudlondlobala kwedolobha ngokuba
yi “Metropolitan Area”.
- Isimo sezentuthuko esikhona njengamanje, ukubambisana kwezindawo zokuhlala nezokusebenza,
kanye nokuba khona kwezidingo nqangi emiphakathini.
- Izinga lengqalasizinda yezokuthutha ebheke kakhulu endaweni emaphakathi nomkhandlu,
kanye nezinga eliphansi lokuxhumana kwezindawo ezisekupheleni kwendawo yomkhandlu.
- Izinga eliphansi lokuthola ama”services” kanye nezinye izidingo zomphakathi
ezisemadolobheni.
- Izingqinamba zokwakekha komhlaba ngokwendalo
- Ukunakekelwa kwezemvelo
- Ububha, ukuswela kwemisebenzi kanye nezinga eliphansi lokuzibandakanya kwezomnotho
wendawo kwemiphakathi ehola kancane.
ii) Lezi zinto ezinikezwe ngaphezulu zishiwo zaphinde zacuntshungulwa kahle kwi ‘Contextual
Framework” kanye nakuma SDF’s yama ABMS’s.
91
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.5 Okubalulekile kanye nokuma kwayo iSDF
3.5.1. Isingeniso
i) Imikhombandlela yezokuhlela kanye nezindlela okuyizona ezigada iSDF zibalulekile kanti
ziyasenthenziswa, ikakhulukazi leyo ehambisana nemithetho eysisekelo, ekhona kumucu wesibili
ongenhla.
iii) Lendlela ibuye iqonde ekutheni kusungulwe “road lattice”, ezokwazi ukunikeza izindlela eziningi
zokuhamba ezikhululekile, kanye nokuhleleka kwemigwaqo okucacile nama “nodes” ahlelekile,
ngamanye amazwi ukuhlukaniseka ngezigaba ezahlukene kwama “nodes” ahlukaniswa kusukela
kwamancane kuze kuyo?ka kulawo amakhulukazi asenthenziswa abantu bomkhandlu wonkana.
Ukusentshenziswa kwendlela yamawele “Nodes and Corridors” yikhona osekudumile kuleminyaka
eyisihlanu eyedlule. Sekubonakele ke nokuthi kwezinye izindawo lokhu sekuke kwasentshenziswa
ngendlela engafanelekile. Lokhu ke sekubonakale ngokuthi yonke imiqwaqo emikhulu esezingeni
lokuba phecelezi “Major Limited Access Mobility roads and Major Arterials” kuvele kuthiwe
uyi“Corridor” okanye uyi“Spine”, kanti nala kukhona ukuphithizela “Major activity foci located
along such a road” okuthize khona kulowomngwaqo kuvele kuthiwe yi“Node”
iv) Ekusentshenzisweni kwayo lendlela okuhle, igqugquzela ukubekwa kwezakhiwo ezahlukahlukene
kuyona lemingwaqo. Akukaze kwenzeke ukuthi kube khona izinkomba zokuthi lendlela ixhasa indlela
eyaziwa ngokuthi i”Ribbon Development” ekusungulweni kwalendlela. Lendlela yokuhlela ezentuthuko
iqonde ukuthi ama“nodes” angafani kanti futhi ahlukaniswe ngokufanele, ngokujwayelekile ayaye
ahlukaniswe ngebanga elingango 2km ukusuka kwenye. Lokhu kwenzelwa ukuthi abantu abaningi
bakwazi ukuhamba ba?ke kulezi zindawo. Kusezindaweni ezikhethiwe kuphela,la kutholakala khona
inxanxathela yokusentshenziswa komhlaba ibekwe eduze kwayo lemingwaqo emikhulu, kanti lokhu
kubizwa nge “Mixed-use corridor”.
v) Ngeshwa, lendlela yama “corridor” isixhunyaniswe neyama “mixed-use”, okungayona inhloso noma
into enhle neze. Sekuze kwaba khona ngisho nomkhuba wokuthi kubekwe ama“nodes” noma ikuphi
nje la kukhona lemigwaqo engothela wayeka.. Ngokusobala, kukhona amazinga ahlukene ama “nodes”
angawezohwebo, njengoba emadolobheni amakhulu kuba khona ama“nodes” asezingeni lokuba isigaba
sesihlanu kanye nokunezelwa kwezinhlobo ezintsha zenxanxathela yezitolo. Okunye okungaba khona
ama“nodes” amahhovisi, isibhedlela okanye ezokubhalisa (Adminstration) angaba kude kulawa manye
ama“nodes”. Okuyaye kungabi iyona indlela yokwenza izinto, ukuzama ukufaka wonke lama“nodes”
kuzigaba eziyi “Primary, Secondary and Tertiary” ezinhlelweni ezenziwayo, ikakhulukazi ezingeni
leSDF, lokhu akusiyo indlela eqotho.
vi) iSDF esabuyekezwa, ilungisa iphinde yakhele phezu kweSDF esikhona vele, kanti ihlose ukuthuthukisa
idolobha ngalezi zindlela ezilandelayo:
- Ukungeniswa kwemigwaqo “Mobility and Arterial roads” ezokwenza ukuthi imigwaqo isebenze
kangcono, enezindlela zokuhamba eziningi. Ibuye futhi yenze ngcono uku?nyelela ezindaweni
ezazikade zishaywe indiva phambilini.
- Ukusungulwa kwama “nodes” amaningi ezindaweni zedolobha ezisemadolobheni kanye nezisemakhaya,
kumele abe sezindaweni ezihambeka kalula kuzona umuntu athole izidingo nqangi ezitholakala
kuwona lama “nodes”.
- Ama “Mixed-use activity spines” anebanga eli?nqiwe ukusuka maphakathi nedolobha (CBD),
asezindaweni ezihlelekile emigwaqeni emikhulu, kodwa angacekeli phansi ukuhamba okukhululekile
“primary mobility function”.
- Ukubekwa kwezentuthuko zezindawo zokuhlala, ezindaweni ezincane ezisemnceleni wokukhula
kwedolobha “Urban Growth Boundary” ukwenza idolobha elihlangene kanti futhi elihlelekile,
elihlonipha imigomo nemibono yezemvelo.
92
Msunduzi Municipality Integrated Development Plan 2011 – 2016
vii) Ukubuyekezwa kwaleSDF, kuqonde ikakhulukazi ekwehliseni inani nasekubhekeni ama “nodes”
nama “corridors” entuthuko afanelekile.
3.5.2. Ukusentshenziswa kwalezi zidlela eMsunduzi
i) Ukuze kugwemeke ukungaboni ngaso linye, ekusentshenzisweni kwalezi zindlela kuzosentshenziswa
lamagama alandelayo. Kanti isithombe esikhona langaphansi, sikhombisa izinto ezahlukene
ezihlanganisa zonke lezi zindlela.
• “Mobility Roads” Esikhundleni sokuyibiza ngama“corridors” lemigwaqo iyobizwa ngama
“Mobility Roads”, njengemigwaqo okungangeneki kuyo noma ikuphi lemigwaqo izokuba
nama“Nodes” kanti noma iluphi olunye uhlobo lwentuthuko oluzoba kuyona noma eduze
kwemigwaqo, luyobekwa ezimpambanweni zemigwaqo ezifanelekile.
• “Arterial Roads” Nalemigwaqo izokuba nama “Nodes” ezimpambanweni zemigwaqo
ezifanelekile. Kanti kungenzeka ukuthi kube khona izakhiwo ezithize eduze kwayo lwemigwaqo
“Spines”, enjengezinkudla ezinkulu zezemidlalo, izibhedlela, izikole zamabanga aphezulu kanye
nezinye izakhiwo ezingafaneleka, okungenzeka nokuthi zingabi nhlobo ingxenye yaleyo“Node”.
Imigwaqo emisha ehlongozwayo yokulekelela ikhuphule izingalokuxhumana kwezindawo
iphinde inciphise izinga lesiminyaminya sezimoto nayo ibonisiwe kwiSDF.
• “Nodes” Ama “Nodes” ayohlukaniswa ngokwezinga lwezohwebo uma ehlobene nezomnotho,
noma uma ezothuthukiswa eduze kumbe ezindaweni zokubhalisa. Ama “Nodes” azosungulwa
ngokubheka abantu abadingakalayo ukuxhasa leyo“Node”, ukuze kungathiwa konke
lakuphambana khona imigwaqo sekuyi “Node”
• “Mixed-Use Corridors” Lokhu khona kuzoba khona ezindaweni ezikhethekile kuphela,
ngamanye amazwi kulezo zindawo lapho i“Arterial Road” isuka phakathi nedolobha (CBD)
noma kuma“Nodes” asondelene kakhulu.
ii) Uhlelo lweSDF luveza uhlukaniso phakathi kwalezi zinto ezilandelayo: (bona nesithombe)
• IMIGWAQO
• Imigwaqo evele isikhona-(zonke izinhlobo zemigwaqo)
• Imigwaqo edinga ukulungiswa noma ukwandiswa
• Imgwaqo emisha-(zonke izinhlobo zemigwaqo)
• “NODES”
• Ama “Nodes” avele asekhona azoyekwa asezingeni akulona njengamanje.
• Ama“Nodes” ahlanganisiwe noma akhulisiwe, lapho lama“Nodes” azokhushulwa izinga lawo
ukuze abambe iqhaza elisezingeni eliphezulu.
• Kuzosungulwa ama“Nodes” amasha, aphinde abekwe ezingeni elifanele.
3.6 ISITHOMBE ESIYISIBONELO SEMIHLAHLA NDLELA YEZOKUHLELA
3.6.1 iMap yeSDF kanye nokuchazwa kwayo
i) Ukuze kwenziwe ngcono ukubukeka kweMap, kodwa kube kuvela zonke izinto ezibalulekile, abanye
bolayini basusiwe “cadastral”. Izinhlobo zokusentshenziswa komhlaba ezikhona njengamanje
ziboniswe ngoku??yela. Lokhu kufaka phakathi izinto ezinomthelela omncane njenge zitolo
ezincane, izindawo zokufunda ezincane, imithola mpilo. Kodwa ke izinto ezinemithelela emikhulu
zona ziboniswe zangqama, okubalwa kuzo izibhedlela ezimbili iEdendale kanye ne Greys, isikhungo
sezemfundo ephakeme iUKZN, kanye nesikole iMaritzburg College.
93
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ii) “Nodes”
Ukuphakanyiswa kokuhlelwa kwama“Nodes” ngezigaba ezahlukene, kusukela ekutheni kukhona
izigaba nezindlela ezahlukene zezentuthuko kanye nokuxhumana ngezokuthutha, ukuze ku?nyeleleke
kalula ezintweni ezithenngwayo kanye nezidingo nqangi ngendlela elinganayo engachemile.
Lama“Nodes” ahlukehlukene asungulwe ngalezi zindlela ezilandelayo:
- Ama“Nodes” avele esekhona, futhi adinga ukuyekwa asezingeni akulona.
- Avele esekhona kodwa asezingeni eliphansi, kanti adinga ukukhuliswa aphinde ahlanganiswe
ukuze abe ama“Nodes” asezingeni eliphezulu.
- Ama“Nodes” amasha azosungulwa, okuyothi uma kuhamba isikhathi abuyekezwe, abekwe
ezingeni elifanele uma nenani labantu abalisebenzisayo likhula, kodwa azokhonjiswa ezingeni
eliqondiwe.
a) “CBD Node”
Lena inhliziyo yedolobha, kanti inomgogodla kanye nonqenqema olusemaceleni kwayo.
Imaphakathi linenxanxathela yokusentshenziswa komhlaba okuhambisana ne“CBD”, kanti
unqenqema nalo lunezinye izinto kodwa esibalweni esiphansi. Lokho okubizwa nge“CBD”
ekhulisiwe okufaka phakathi izinto ezisanda kwakhiwa ezinjenge “Motor World”, “the Bird
Santuary Site”, “Midlands Mall” kanye ne“RAS” sekufakwe kuyona i“CBD Node”
b) “Regional Multi-Use Nodes”
Lelizinga le“Node” lufaka phakathi izakhiwo zohwebo ezisemhlabeni osukela esibalweni esingu
75 000 m² kuya ku 120 000 m², kanti futhi isentshenziswa umkhandlu wonkana. Ukunezela
kwezohwebo, kungangena izinto eziningi ezifanele. Okwamanje iyodwa i“Regional Multi-Use
Node” ekhona okuyimanje okuyi“Liberty Midlands Mall” kanye nezindawo ezakhelene nayo,
kanti enye isahlongoziwe endaweni yase Edendale.
c) “Community Multi-Use Nodes”
Loluhlobo lwe“Node” lubhekene nezidingo zomphakathi, kanti luba nezohwebo emhlabeni
onesibalo esisuka ku 25 000 m2 kuya ku 40 000 m2 . Lama “Nodes” afaka phakathi izinto
eziningi ezifanele, kanti neSDF ihlukanisa kahle ama “Community Multi-Use Nodes” avele
asekhona, futhi adinga ukungcinwa akulesosimo, namanye afanele ukukhuliswa, kanti amanye
awengesikhathi esizayo. iEdendale Node yona izohlanganiswa kulelizinga, kanti i“Node” entsha
izosungulwa endaweni yaseShenstone.
d) “Neighbourhood Multi-Use Nodes”
Lawa kewona ama“Nodes” asebenza ezingeni lomakhelwane, kanti ezohwebo ziba semhlabeni
osuka ku 5 000 m2 kuya ku 12 000 m2. Ngenjwayelo lama“Nodes” aba izinhlobo ezimbili,
okungaba uhlobo olulodwa lokusentshenziswa komhlaba okungezohwebo kuphela noma kube
izinhlobo eziningi. Ngokunjalo futhi iSDF iwatholile lama“Nodes”, amanye awo azodinga
ukuyekwa asezingeni akulona amanye azokwandiswa, kanti amanye azobuye asungulwe
ngesikhathi esizayo.
e) “Focussed Multi-Use Node”
Loluhlobo lwe“Node” lufaka phakathi izinto ezinjenge zimboni zokukhiqiza ezincane
“Light Industrial and Warehousing”, nezohwebo ezaziwa nge “big-box”, kanye nokunye
ukusentshenziswa komhlaba okungatholakali kwamanye ama“Nodes”, lokhu kukhona endaweni
yase Camps Drift.
f) “Administration Node”
Loluhlobo lwe“Node” lutholakala ekupheleni kwe“CBD Node” kanti lufaka phakathi isibhedlela
iGreys, isikole iCarter High School, kanye neTown Hill Hospital Grounds la okuyikhona
okusethubeni futhi okusahlongozwa ukuthi iphalamende lesifundazwe liyiswe khona.
94
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iii) “Corridors”Imigudu
a) i“Corridor Ebalulekile Esifundazweni / Limited Accessibility Mobility Road”
Le“Corridor” ingumngwaqo onguthela wayeka uN3, kanti lomngwaqo uyi“Corridor”
yezentuthuko ebaluleke kakhulu, eyanqunywa yikomiti lesifundazwe eliphezulu (Provincial
Cabinet). Umsebenzi walo omkhulu ukuba yi“Corridor” exhumanisa izindawo eziqhelelene,
noma ukuhlanganiswa kwezomnotho kuwona lomgwaqo kumele kusekwe, kodwa akumele
kuphazamise umsebenzi wayo omkhulu. Ngendlela ehleliwe, kuyoba khona intuthuko ethize
eduze kwezindawo lakuhlukana khona imigwaqo kuwona lomgwaqo onguthela wayeka.
b) “Activity Spines”
Ama“Activity Spines” ajwayele ukubizwa ngama“Corridors” entuthuko, kanti avame ukuba
emigwaqeni emikhulu esuka noma eya kwi “CBD Node”. Inxanxathela yokusentshenziswa
komhlaba okuhambisanayo, okubalwa kuyo ezohwebo, amahhovisi, ezemidlalo kanye
nezindawo zokuhlala. Mhlawumbe ingxenye yezakhiwo ezibheke kuwo lowomgwaqo kumele
sigqugquzelwe, kodwa ezindaweni ezikhethwe kahle.
c) “Arterial Roads and Bypasses”
Lemigwaqo esivele ikhona neminye esahlongoziwe, kuhloswe ukuba yenze ngcono uku?nyelela
kanye nokwehlisa izinga lesimimnyaminya emaphakathi nedolobha, kanye noku?ka kalula
kwezinye zezindawo ezazikade zibandlululiwe phambilini. Esimeni semigwaqo emisha ehlelelwe
isikathi esizayo eminye yawo ikhonjiswe ngomdwebo.
iv) Ukukhonjiswa kokusentshenziswa komhlaba
a) Kusentshenziswe izimpawu ezahlukehlukene ukuze kwenziwe ngcono ukubukeka kwebalazwe
(Map), kanti ngokunjalo ukusentshenziswa komhlaba okukhulukazi kukhonjiswe ngoku??yela
ngemuva.
Lelibalazwe (Map) sihlukanisa izindawo zokuhlala ngalendlela elandelayo:
• Izindawo esezivele zikhona (ezihlelekile, ezingahlelekile nezasemakhaya), okuyilapho ukwenziwa
ngcono kwazo kundingeka, kanye
• Nezindawo ezihlelekile okungezesikhathi esizayo.
iSDF ayikhombisi ngokungcqwele inani labantu abozohlala kulezi zindawo zokuhlala ezihlelelwe
isikhathi esizayo. Lokhu kwenziwa ukuthi loludaba kuyomele lulungiswe ngokuphelele kwi pulani
yomkhandlu yezezindlu kanye nakusomqulu wokuphatha kokusentshenziswa komhlaba “Land Use
Management System”.
Imingcele kanye nobubanzi bentuthuko ehlelelwa isikathi esizayo, ingatholakala ngokwenza ucwaningo
olunzulu, kanye nokuthola eminye imithetho eyisisekelo egunyazayo mhlawumbe ebhalelwe leso
sikhathi esizayo. Lomfanekiso olandelayo ukhombisa amanani ezindlu okungenzeka ukuba zakhiwe
kulezi zindawo ezihlongoziwe.
UMFANEKISO 1: UBUBANZI BALEZI ZINDAWO ZENTUTHUKO EZIHLONGOZIWE
KANYE NAMANANI EZINDLU EZINGAKHIWA
ABMS
Total ABMS
(hectares)
Extent
(hectares)
Dwelling
Units/Lots per
ha
No. of
Dwelling
Units/Lots
Future Formal Residential
Northern 6,551.28 1,300.90 10/ha 13,000
CBD/Eastern/Ashburton 22,639.15 4,041.77 10/ha 40,000
Imbali/Edendale 8,971.18 819.28 15/ha 12,200
Vulindlela 25,209.68 0.00 0.00 0
63,371.29 6,161.95 65,200
95
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ABMS
Total ABMS
(hectares)
Extent
(hectares)
Dwelling
Units/Lots per
ha
No. of
Dwelling
Units/Lots
Future Economic Opportunities
Northern “ 0.00 0.00 0
CBD/Eastern/Ashburton “ 508.73 8/ha 4,000
Imbali/Edendale “ 148.37 8/ha 1,000
Vulindlela “ 224.01 8/ha 28
5,100
b) “Future industrial areas”: Lezi zindawo zezimboni zizokuba khona ikakhulukazi ngokukhulisa
lezi esezivele zikhona, kanti ezohwebo eziphezulu kanye nentuthuko yamahhovisi iyobekwa
kuma “Nodes” ahlongoziwe nakuma “Activity spines”
c) Ukuze kungakhuthazeki ukukhula kwedolobha ngendlela engahlelekile, kuyobaluleka
ukwenza umngcele wokukhula kwedolobha “Urban Growth Boundary” ngasenxenyeni eshona
ngaseningizimu ntshonalanga nendawo yomkhandlu.
d) Ukukhuliswa kwezinye izindawo, kuvinjwa izingqinamba zokwakheka komhlaba ngokwendalo,
kanti enxenyeni eshona ngasenyakatho nasempumalanga yomkhandlu kuhlongozwe intuthuko
ekalelekile (Longer Term Development Areas). Njengamanje lezi zindawo kuphakathi kokuthi
azithuthukisiwe noma zisentshenziselwe ezolimo, kanti kusukela ekuhlawumbiseleni okukhona
kanye nakuzinhloso zeSDF, angeke zidingeke ekukhulisweni kwedolobha esikathini esifushane
nesiphakathi nendawo esizayo. Inhloso enkulu, ukungcina kuphindwe kwenziwe ngcono
izindawo zasemakhaya esezikhona, lapho ukusentshenziswa komhlaba okusahamba phambili
ezolimo, okuxhaswe ezokuvakasha ezisezingeni eliphansi. Ukushintshwa kokusentshenziswa
komhlaba okukhulu, kuzomele kungangqungquzelwa, kanti lapho intuthuko ehlongozwe
khona uma kungahambisani nalemigomo, kuyodingeka ukuthi kwenziwe umbiko osezingeni
eliphezulu oyokhombisa isidingo nokubaluleka kwaleyontuthuko, okuhambisana nezinhloso
zeIDP kanye nezeSDF, ukunikezela kwezidingo nqangi, indlela yoku?nyelela, intuthuko eyoba
khona isikhathi eside kanye nezinye izinto.
e) “Restricted Use Areas”: Lezi izindawo ezingeke zathuthukiswa nganoma yini, ngenxa yesimo
sesemvelo ngokwakheka komhlaba. Izintaba zakhona zime kabi umqansa wakhona ungaphezu
kuka 1:3, kunemifula, kanye nezindawo ezivikeliwe ngoba zibalulekile ngaphansi kwezemvelo.
Ukuphathwa kwalezi zindawo kongwesikhathi esizayo kuyovezwa ngokuphelele kwi pulani
yomkhandlu yokuphathwa kwezemvelo “Environmental Management Framework”,esenziwa
njengamanje.
f) “Rural Service Centers RCS’s”:
Lezi izindawo ezikhonjiwe, lapho kuzoba khona izidingo ngqangi ezahlukene ukuze
zisosentshenziswa imiphakathi entulayo. Lezi izindawo ezibalulekile, lapho izidingo ngqangi
eziningi zitholakala khona. AmaRCS’s asukele kwicebo elaziwa ngokuthi yi “Rural Service
System”, elibhekele ukwaba ezohwebo ngedlela ehlelekile (okufaka phakathi ukulethwa
kwezidingo ngqangi ngendlela ebonakalayo), ezindaweni ezikhonjiwe eziphithizelayo (Node),
ezisemigwaqeni yezokuthutha. Ukuhlanganiswa kwezohwebo, kususelwa ekutheni kumele
kuhlomule abantu abaningi, ngamanye amazwi ukusebenzisa ingqalasizinda ngokuhlanisela,
ukushiyelana emakethe, kanye nokukhiqizelana izinto. Inani labantu abadinga izidingo ngqangi
endaweni ilona eliyosho ubuningi balezo zidingo ngqangi eziyoba khona kulezi zindawo, okusho
ukuthi uma inani labantu abazidingayo lilikhulu, nazo ziyoba zininngi
g) “Urban Agriculture”: Lokhu kuqode ukusho ukuthi izindawo ezisengxenyeni yedolobha, kodwa
zinothile ukukhiqiza ezolimo, okuyomele zibekwe eceleni ngesizathu sokuthi kukhiqizwe
okudliwayo kuzo. Ukunezela, ezinhlosweni zendawo kanye nezokuphepha kokudla, lokhu
kungcinwa kwalezi zindawo kuhambisana nezinhloso zokuvikela imvelo.
96
Msunduzi Municipality Integrated Development Plan 2011 – 2016
h) “Communal Agriculture”: Lokhu koqode ukusho ukuthi lezi izindawo esezivele
sezisentshenziselwa ezolimo ngokuhlanganyela komphakathi, kanti futhi zinethuba
lokuthuthukiselwa ezolimo olusezingeni eliphakame kunalokhu eziyikhona njengamanje,
ngalokhu kungangqungquzelwa kokugwebindlala. Lezi izindawo ezingasentshenziselwa
izingadi zomphakathi noma okanye amadlelo asentshenziswa ngumphakathi.
i) “Corridor Opportunity Areas”: Ngokwemigomo yesifundazwe, kunezindawo ezigudla umgaqo
onguthela wayeka uN3 ezifanele ukuba zithuthukiswe ukuze kukhuliswe umnotho. Lapha
eMsunduzi lezindawo zitholakala empambana migwaqo engenela eLyn?eld Park / Lion Park
kanye nongenela eAshburton. Kuzobaluleka ukuthi kwenziwe amaLocal Area Development
Plans alezindawo ukuze kuzohlelelwa ukuthuthukiswa kwazo.
Drawn By: Date: Scale:
Revision
No:
Drawing No
Job Name
Source:
Path :
Richmond / Umlaas
Road Interchange
Lion Park
Interchange
T
o
G
r
e
y
t
o
w
n
To Durban
T
o
M
o
o
iR
ivier
T
o
B
u
lw
er
T
o
R
ic
h
m
o
n
d
A
R
R
NF
NF
NF
NF
RF
NF
NF
AF
FC
NF
CF
NF
NF
NE
NC
NC
NC
RC
CC
NC
CC
NC
CC
NC
RSF
RSC
RSC
RSC
C
C
LF
SW
C
SW
SW
C
C
City
Deda
Qanda
Dindi
Bisley
Pelham
Imbali
Caluza
Athlone
Wembley
Cleland
Mpumuza
Ebaleni
Etsheni
Noshezi
Mbabane
Kokwane
Noshezi
Unit EE
Unit 18
Dambuza
Ashdown
Nzakane
Eastwood
Boughton
Mkondeni
Montrose
Gezubuso
Tafuleni
Ntembeni
Mbunwane
Madladla
Ambleton
Kwa Pata
Northdale
Willowton
Clarendon
Prestbury
Hayfields
Kwadulela
KwaMpande
Emunywini
Ndebeqeke
Blackridge
Kwamgwagwa
Mafakatini
Emaswazini
KwaMnyandu
Mvundlweni
Enzondweni
Songonzima
Magwinyane
Kwa Mncane
Sinathingi
Georgetown
Raisethorpe
Scottsville
Napierville
Sweetwaters
Enkanyezini
Slangspruit
Plessislaer
Masons Mill
Chase Valley
Emantshaheni
Lincoln Meade
Mountain Rise
Khobongwaneni
Willowfountain
Sinathingi Rural
Draft
Spatial
Development
Framework
Key
Msunduzi
Municipality
Existing
Consolidate/
Expand
Future
CBD Node
Node
Focus
Multi-use Node (F)
Administration Node
Regional
Multi-use Node (R)
EXISTING DESIGNATION
.
..
.
FUTURE IMPROVEMENT
Activity Spine
Arterial Roads
Limited Access
Mobility Road
Informal Residential
Formal Residential
Rural Residential
Commercial
Economic
Opportunity Areas
Education
Health
Transport
Restricted Use Areas
Conservation
Forestry /
Plantations
Longer Term
Development Area
Longer Term
Development Area
Existing Future
Rural Servcice
Centres Node (RSC)
Services
LF - landfill
SW - Sewage Works
C - Cemetry
Railway
Corridor Opportunity
Areas
Urban Agriculture
Communal
Agriculture
Neighborhood
Multi-use Node (N)
Community
Multi-use Node (C)
Existing to be
Upgraded
Urban Growth Boundary
Rural Access Roads
1:100,000
0 2 4 1 3
Kilometers
GIS DEPT
EMc
March 09 Rev
MSU948
Msunduzi SDF 1:100,000
4. IDENTIFICATION OF EXISTING AND POSSIBLE NODES
NO. NAME RANK LOCALITY DESCRIPTION
1 Elandskop Secondary Vulindlela Existing social and business infrastructure.
2 Santi Secondary Vulindlela Existing social and business infrastructure. Supported
by a taxi rank.
3 Zinqamu Primary Vulindlela Signi?cant social and business infrastructure.
Located at the intersection of a Primary and
Secondary Corridor.
4 Emafakatini Primary Vulindlela Signi?cant social and business infrastructure.
Adjoining area densely populated.
97
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NO. NAME RANK LOCALITY DESCRIPTION
5 Taylors Halt Primary Vulindlela Major concentration of business and social services.
Flat vacant land for further expansion. Centrally
located within the Vulindlela area - Situated on the
Primary Development Corridor.
6 KwaMpande Tertiary Vulindlela Situated at a signi?cant intersection. Potential to
improve access to social and business opportunities.
7 Gezubuso Tertiary Vulindlela Situated on the Primary Development Corridor -
supporting a large concentration of people.
8 Ngubeni Tertiary Vulindlela Potential for expansion into a Tertiary node.
9 Mtoqotho Primary Vulindlela Strategically located within the Vulindlela area -
supporting a dense concentration of people.
10 Sweetwaters Primary Vulindlela Major concentration of business and social facilities.
Densely populated.
11 Sinathing Tertiary Sinathing Road Potential for expansion into a Tertiary node.
12 Unit S Azalea Primary Azalea Situated at a proposed major intersection. Potential
for expansion into a Primary node.
13 Willowfountain Secondary Willowfountain Road Built around existing social infrastructure.
14 Georgetown Primary Edendale Existing social and business infrastructure. Layout
based on a grid pattern.
15 Caluza Edendale Secondary Edendale Situated on the Primary Development Corridor.
Major intersection point.
16 Caluza Harenwood Tertiary Caluza Road Identi?ed in the Edendale Private Landowners
Initiative.
17 Machibisa - Mabulala Tertiary Machibisa Road
intersection
Community facility node. Identi?ed in the Edendale
Private Landowners Initiative.
18 Dambuza - Eringini Tertiary Dambuza - Machibisa
Road
Community facility node. Identi?ed in the Edendale
Private Landowners Initiative.
19 Quarry Tertiary Willowfountain -
Route 9 Road
Potential industrial node.
20 Imbali Primary Imbali Central Potential industrial and commercial expansion.
21 Qokololo Secondary Edendale Road -
Route 13
Commercial mixed use expansion.
22 Imbali Of?ce Tertiary F J Sithole Road Administration and mixed use development.
23 Masons Mill Primary Edendale Road Built around an existing industrial complex. Potential
commercial expansion.
24 Slangspruit Tertiary Newport Drive Mixed use development at major intersection.
25 Foxhill Tertiary Foxhill - Ambleton Mixed use development at major intersection.
26 Southgate Secondary Bisley Existing commercial centre.
27 Ashburton Tertiary Ashburton Peri-urban area. Potential expansion into a tertiary
node
28 Polly Shorts Secondary Mkondeni Existing commercial complex adjoining an industrial
area.
29 Hay? elds - Cleland Road Primary Hay?elds Existing commercial complex supported by Petrol
?lling stations, caravan park and vacant land visibly
position along the N3.
30 Jesmondene Tertiary Hay?elds - Murray
Road intersection
Potential node supported by a bed and breakfast
facility.
31 Alexandra Park Secondary Alexandra Park Regional sports park.
32 Durban Road Primary Scottsville Central Existing commercial node.
33 New England Road Secondary Scottsville Casino and Turf Club development. Potential for
commercial expansion.
98
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NO. NAME RANK LOCALITY DESCRIPTION
34 Mayors Walk Secondary Prestbury Existing commercial node - Potential railway land
development.
35 Cascades Secondary Chase Valley Existing commercial and node.
36 Corobrick Primary CBD Extension Regional shopping centre.
37 Eastwood Primary Bishopstowe Road Potential expansion into Primary node. Adjoining
industrial land
38 [1] Northway Primary Ottos Bluff
Intersection
Existing Commercial node - adjoining industrial
complex. Situated on Primary Development Corridor.
38 [2] Manchester Road Primary Willowton Major industrial and Comerica complex.
38 [3] Debi Place Primary Northdale Existing commercial node.
38 [4] Greytown Road Primary Raisethorpe Existing Comerica node.
39 9Copesville Tertiary Copesville Potential tertiary node.
40 Bishopstowe Secondary Bishopstowe Potential tertiary node - situated as the intersection of
Wartburg and Table Mountain Roads.
4.1. INTEGRATED ENVIRONMENTAL ANALYSIS
4.1.1. Environmental Health
A clean and healthy environment is everyone’s right. Awareness programmes, partnerships with the Built
Environment Support Group (BESG) has made it possible for the municipality to improve on it’s already
existing programmes of greening and keeping the surrounds clean. This has assisted in providing much-
needed jobs through the creation of SMME opportunities in wards 10, 11, 16 and 17. Two separate contracts
have also been awarded to SMME’s which will service an estimated 9000 households in the municipality. As
a result 32 people received employment. Added to this we have also managed to establish a green culture in
many newly established areas so that we do not recreate the same living conditions that apartheid deliberately
bestowed on our communities.
We have also taken vigorous steps to clean up the CBD since 2003, culminating in a city facelift to retain business
in the central city and thereby avoid the migration of businesses to outlying areas with the consequent decline
in buildings and high maintenance costs for unoccupied buildings. Our work in this regard has also been
endorsed by our City Improvement Districts Strategy in collaboration with business and Councillors. Small
contractors have also been developed into refuse collectors operators, further strengthening our commitment
to the SMME sector and ensuring that business and the city’s people live, work and play in an environment
that is safe and clean.
The city has also put in place an environmental management plan to comply with environmental legislation and
prescripts. The city has also put in place an environmental management plan to comply with environmental
legislation and prescripts and the environmental management policy has been developed and adopted by
Council early this year (2007).
4.1.2 Environmental Framework (EMF) Process
The Msunduzi Municipality in August 2007 embarked on the development of a municipal EMF in partnership
with the national Department of Environmental Affairs and Tourism (DEAT), the KwaZulu-Natal Department
of Agriculture and Environmental Affairs (DAEA) and the Department of Local Government and Traditional
Affairs (DLGTA) The project with an approximate duration of 24 months is funded primarily by the DEAT
(R1,6 million) with the DLGTA contributing a further R200 000.
SRK Consulting Engineers and Scientists, as the lead consultants, were appointed to prepare the EMF in
conjunction with a number of sub-consultants. The total specialist project team consists of some twenty four
specialist scientists.
A Steering Committee was formed to manage the process and includes representatives from DEAT, DAEA,
DLGTA, Msunduzi Municipality, uMgugundlovu District Municipality, Department of Water Affairs &
99
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Forestry (DWAF), Ezemvelo KZN Wildlife and SRK Consulting.
The EMF is a comprehensive environmental policy framework and environmental management tool which
will allow systematic conservation planning and management of the use of environmental resources, while
safeguarding important components and viable representative samples of the natural environment.
The EMF consists of the following (please note the current status of each component is noted in red):
1. Literature Review Complete
2. Situational Analysis (Status Quo) Complete
• Floodline assessment (Specialist study) Complete
• Geotechnical assessment (Specialist study) Complete
• Surface Water Resources (Specialist study) Complete
• Wetland mapping (Specialist study) Complete
• Agriculture (Specialist study) Complete
• Biodiversity (Specialist study) Complete
• Air quality (Specialist study) Complete
• Service capacity (Specialist study) Complete
• Socio-economic analysis & planning policy review (Specialist study) Complete
• Cultural heritage assessment (Specialist study) Complete
• Institutional Framework (Specialist Study) Complete
3. Strategic Environmental Assessment (SEA) Draft
NB: The Situational Analysis and Specialist Studies although complete are in draft format as they still have
to be taken through a public consultation process, together with the SEA which is currently in draft format.
The public consultation process will commence in March 2009 with the submission of all the above listed
documents to registered interested and affected parties (I&AP’s), Councilors and relevant of?cials on CD. A
hard copy of the documents will be made available at a central venue and an public meeting will be held to
present the information and invite comment.
4. Municipal Open Space System Draft
5. Environmental management framework In preparation
6. Municipal environmental policy review In preparation
7. Strategic environmental management plan (SEMP) In preparation
NB: In addition to the above, presentations on progress with the EMF were made to the LA 21 Environment
Forum, CSP Committee, ED&G Committee and CS&SE Committee in November 2008 and the EXCO
Committee in January 2009.
It is anticipated that the ?nal products will be ready for submission to Council, for consideration and approval,
early in the 3rd quarter of 2009.
4.1.2. Air Quality/Pollution
Air quality, particularly during winter, is in?uenced strongly by the local topography. Katabatic ?ow (cool air
draining into the valleys) induces temperature inversion which traps pollutants over the City. These pollutants,
which include the following: sulphur dioxide, nitrogen oxides, carbonaceous soot and hydrocarbons, have a
signi?cant and direct impact on the health of residents.
Limited monitoring and management of pollutants and pollution levels is currently undertaken however
additional monitoring stations are necessary to ensure coverage of the entire City. Upgrading and expansion
of equipment is also urgently required to facilitate monitoring of pollutants such as vehicle emissions which
is not currently measured.
NB: The National Environmental Management: Air Quality Act, section 14(3) states that: Each municipality
must designate an air quality of?cer from its administration to be responsible for co ordinating matters
pertaining to air quality management in the municipality.
100
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.1.3. Water Quality/Pollution
Water quality monitoring in streams and rivers ?owing through the municipal area is carried out by Umgeni
Water. Almost without exception this monitoring indicates very poor levels of water quality with this
important resource being classi?ed as unsuitable for human consumption without treatment and to a large
extent unsuitable for recreational use. Many residents depend directly on water harvested from these highly
polluted streams and rivers for drinking, cooking and irrigation which has direct, and on occasion, severe
health implications. Pollution and degradation of water courses also has a signi?cant negative impact on
indigenous biodiversity including aquatic organisms, riverine vegetation, animals, birds and insects.
NB: The National Environmental Management: Biodiversity Act, section 3(a) and 4(2)(a) states that all organs
of state in the national and local spheres of government must manage, conserve and sustain South Africa’s
biodiversity and its components and genetic resources. (see Item 7: Institutional Capacity and Expertise).
4.1.4. Flooding
Rapidly increasing density of settlement, including housing as well as industrial and commercial development,
is resulting in increased storm water run-off. This coupled with the destruction, degradation and reduction
of wet lands and inappropriate use of ?ood plains has signi?cantly increased the risk of downstream ?ooding.
The frequency and magnitude of ?ood events is as a result also likely to increase signi?cantly. Communities
living within or in close proximity to ?ood plains such as Sobantu, Imbali, Allandale, Rosedale, Oakpark,
Townbush Valley and Prestbury are most at risk. Damage to infrastructure such as roads, bridges, culverts,
sewer and water pipelines is also likely to occur if measures to protect ?ood plains and wetlands, as well as
manage and reduce storm water generated on site, are not introduced and implemented.
4.1.5. Waste Management and Solid Waste Pollution
Widespread illegal dumping of domestic and industrial waste as well as indiscriminate littering has reached
epidemic proportions. Illegally dumped waste degrades the natural environment including streams, open
spaces, vacant lots, building sites, roads and streets. Illegal dumping has a negative social impact as well as
direct health implications for residents. The cost of clearing illegally dumped waste is signi?cantly higher
than managing this waste at source and on approved land?ll and garden refuse sites.
4.1.6. Loss/Degradation of Natural Resources
Open spaces and other natural ecosystems provide a range of free goods and services to residents which have
a direct and signi?cant impact on quality of life and on the development of a sustainable city. These goods
and services include: recreation, genetic resources, raw materials, food production, refugia, biological control,
pollination, waste treatment, nutrient cycling, soil formation, erosion control, water supply, water regulation,
disturbance regulation, climate regulation and cultural opportunities. Indiscriminate and or poorly planned
and sited development, illegal dumping, unsustainable utilisation of natural resources and the uncontrolled
encroachment of alien invasive plants all have a signi?cant negative effect on the ability of natural systems
to deliver these goods and services. The loss of public open space and associated natural habitats and/or
systems has signi?cant social, environmental and economic implications for all residents. In the absence of
a Municipal Environmental Policy, Strategic Environmental Assessment and Environmental Management
Plan ad hoc and unsustainable development practices have and still are causing irreversible damage to public
open space and other sensitive natural ecosystems. The above mentioned plans and policies are necessary to
entrench sustainable development principles in the planning and development processes.
4.1.7. Urban Greening and Street Trees
The beauti?cation and “greening” of developments including large scale housing projects has not been
adequately planned and funded, resulting in new residential suburbs not being provided with street trees,
developed parks and managed open spaces. This has signi?cant social and environmental implications for
residents living in these areas. In addition the replacement and management of street trees within the CBD
and older suburbs has also been neglected and appropriate resources are required to address this backlog.
101
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4
.
1
.
8
.
I
n
s
t
i
t
u
t
i
o
n
a
l
C
a
p
a
c
i
t
y
a
n
d
E
x
p
e
r
t
i
s
e
C
u
r
r
e
n
t
e
n
v
i
r
o
n
m
e
n
t
a
l
l
e
g
i
s
l
a
t
i
o
n
p
l
a
c
e
s
a
c
o
n
s
i
d
e
r
a
b
l
e
r
e
s
p
o
n
s
i
b
i
l
i
t
y
o
n
m
u
n
i
c
i
p
a
l
i
t
i
e
s
t
o
p
l
a
n
f
o
r
a
n
d
i
m
p
l
e
m
e
n
t
e
n
v
i
r
o
n
m
e
n
t
a
l
l
y
s
u
s
t
a
i
n
a
b
l
e
d
e
v
e
l
o
p
m
e
n
t
p
r
a
c
t
i
c
e
s
a
n
d
t
o
m
o
n
i
t
o
r
a
n
d
e
n
f
o
r
c
e
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
.
R
e
c
o
m
m
e
n
d
a
t
i
o
n
s
t
o
a
d
d
r
e
s
s
t
h
e
c
u
r
r
e
n
t
l
a
c
k
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
c
a
p
a
c
i
t
y
a
n
d
e
x
p
e
r
t
i
s
e
w
i
t
h
i
n
t
h
e
m
u
n
i
c
i
p
a
l
i
t
y
h
a
v
e
b
e
e
n
s
u
b
m
i
t
t
e
d
b
u
t
h
a
v
e
n
o
t
a
s
y
e
t
b
e
e
n
i
m
p
l
e
m
e
n
t
e
d
.
T
h
i
s
s
h
o
r
t
c
o
m
i
n
g
i
m
p
a
c
t
s
d
i
r
e
c
t
l
y
o
n
t
h
e
a
b
i
l
i
t
y
o
f
t
h
e
m
u
n
i
c
i
p
a
l
i
t
y
t
o
d
e
l
i
v
e
r
e
n
v
i
r
o
n
m
e
n
t
a
l
l
y
s
u
s
t
a
i
n
a
b
l
e
s
e
r
v
i
c
e
t
o
a
l
l
r
e
s
i
d
e
n
t
s
a
n
d
c
o
m
p
l
y
f
u
l
l
y
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
.
I
N
T
E
G
R
A
T
E
D
E
N
V
I
R
O
N
M
E
N
T
P
L
A
N
(
P
R
O
G
R
A
M
)
O
r
g
a
n
i
z
a
t
i
o
n
a
l
S
t
r
a
t
e
g
i
c
O
b
j
e
c
t
i
v
e
:
P
r
o
v
i
d
e
,
d
e
v
e
l
o
p
a
n
d
c
o
n
t
r
i
b
u
t
e
t
o
w
a
r
d
s
a
s
u
s
t
a
i
n
a
b
l
e
,
h
e
a
l
t
h
a
n
d
n
a
t
u
r
a
l
e
n
v
i
r
o
n
m
e
n
t
a
l
N
O
.
S
E
C
T
O
R
P
L
A
N
S
/
D
E
V
E
L
O
P
.
P
R
O
G
.
D
E
P
A
R
T
M
E
N
T
A
L
O
B
J
E
C
T
I
V
I
E
S
O
R
G
K
P
I
M
E
A
S
U
R
A
B
L
E
O
U
T
P
U
T
D
E
M
A
N
D
B
A
S
E
L
I
N
E
B
A
C
K
L
O
G
2
0
1
0
/
2
0
1
1
(
A
C
T
U
A
L
B
U
D
G
E
T
)
2
0
1
1
/
2
0
1
2
(
B
U
D
G
E
T
)
2
0
1
2
/
2
0
1
3
(
B
U
D
G
E
T
)
2
0
1
3
/
2
0
1
4
(
B
U
D
G
E
T
)
2
0
1
4
/
2
0
1
5
(
B
U
D
G
E
T
)
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
1
I
n
t
e
g
r
a
t
e
E
M
F
i
n
t
o
S
D
F
r
e
v
i
e
w
I
n
t
e
r
g
r
a
t
e
t
h
e
E
M
F
i
n
t
o
S
D
F
r
e
v
i
e
w
a
n
d
p
r
e
p
e
r
a
t
i
o
n
o
f
t
h
e
L
U
M
S
E
M
F
m
a
p
p
i
n
g
i
n
c
l
u
d
e
d
i
n
S
D
F
r
e
v
i
e
w
a
n
d
p
r
e
p
e
r
a
t
i
o
n
o
f
L
U
M
S
E
n
v
i
r
o
n
m
e
n
t
a
l
c
o
n
s
t
r
a
i
n
t
s
i
n
f
o
r
m
p
l
a
n
n
i
n
g
S E E P R O J E C T L I S T O N S E C T I O N G
2
E
n
v
i
r
o
n
m
e
n
t
a
l
V
u
l
n
e
r
a
b
i
l
i
t
y
A
s
s
e
s
s
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
a
l
V
u
l
n
e
r
a
b
i
l
i
t
y
A
s
s
e
s
s
m
e
n
t
S
t
r
a
t
e
g
i
e
s
i
n
p
l
a
c
e
t
o
r
e
d
u
c
e
h
u
m
a
n
v
u
n
e
r
a
b
i
l
i
t
y
R
1
8
0
,
0
0
0
R
2
7
0
,
0
0
0
.
0
0
3
I
n
t
e
r
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
I
n
t
e
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
A
p
p
r
o
v
e
d
M
s
u
n
d
u
z
i
I
n
t
e
r
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
4
E
c
o
s
y
s
t
e
m
v
a
l
u
a
t
i
o
n
a
n
d
s
c
o
r
e
c
a
r
d
U
n
d
e
r
t
a
k
e
a
n
d
E
c
o
s
y
s
t
e
m
g
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
a
s
s
e
s
s
e
m
e
n
t
E
c
o
s
y
s
t
e
m
v
a
l
u
a
t
i
o
n
a
n
d
s
c
o
r
e
c
a
r
d
S
c
o
r
e
c
a
r
d
f
o
r
r
a
t
i
n
g
o
f
i
m
p
a
c
t
N
o
n
e
t
l
o
s
s
o
f
E
c
o
s
y
s
t
e
m
G
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
R
3
0
0
,
0
0
0
.
0
0
5
F
i
n
a
l
i
z
e
a
S
u
s
t
a
i
n
a
b
i
l
i
t
y
c
h
e
c
k
l
i
s
t
S
u
s
t
a
i
n
a
b
a
l
i
t
y
A
p
p
r
a
i
s
a
l
o
f
a
l
l
M
u
n
i
c
i
p
a
l
p
l
a
n
s
,
p
o
l
i
c
i
e
s
a
n
d
p
r
o
g
r
a
m
m
e
s
S
u
s
t
a
i
n
a
b
i
l
i
t
y
c
h
e
c
k
l
i
s
t
6
O
r
g
a
n
i
s
e
t
r
a
i
n
i
n
g
M
a
t
e
r
i
a
l
s
S
u
s
t
a
i
n
a
b
l
e
D
e
v
e
l
o
p
m
e
n
t
T
r
a
i
n
i
n
g
S
e
t
o
f
t
r
a
i
n
i
n
g
M
a
t
e
r
i
a
l
s
R
1
6
5
,
0
0
0
.
0
0
7
I
m
p
l
e
m
e
n
t
i
n
g
E
c
o
s
y
s
t
e
m
s
e
r
v
i
c
e
s
p
l
a
n
I
m
p
l
i
m
e
n
t
a
t
i
o
n
o
f
E
c
o
s
y
s
t
e
m
s
s
e
r
v
i
c
e
s
p
l
a
n
E
c
o
s
y
s
t
e
m
s
s
e
r
v
i
c
e
s
p
l
a
n
,
R
a
t
e
s
p
o
l
i
c
y
,
l
a
n
d
u
s
e
,
l
a
n
d
o
w
n
e
r
s
h
i
p
p
o
l
i
c
y
d
e
v
e
l
o
p
e
d
R
1
0
0
,
0
0
0
R
7
5
,
0
0
0
.
0
0
8
D
e
l
o
p
a
n
E
n
v
i
r
o
n
m
e
n
t
a
l
A
s
s
e
s
s
m
e
n
t
U
n
d
e
r
t
a
k
e
a
n
e
n
v
i
r
o
n
m
e
n
t
a
l
C
a
p
a
c
i
t
y
A
s
s
e
s
s
e
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
a
l
c
a
p
a
c
i
t
y
a
n
d
g
a
p
s
q
u
a
n
t
i
?
e
d
9
I
m
p
r
o
v
e
c
a
p
a
c
i
t
y
o
f
L
A
2
1
I
n
c
r
e
a
s
e
c
a
p
a
c
i
t
t
y
o
f
t
h
e
L
A
2
1
f
o
r
u
m
N
u
m
b
e
r
o
f
L
A
2
1
E
n
v
i
r
o
n
m
e
n
t
a
l
f
o
r
u
m
m
e
m
b
e
r
s
1
0
P
a
c
k
a
g
e
a
n
d
m
a
k
e
E
M
F
o
n
t
h
e
w
e
b
T
o
m
a
k
e
t
h
e
E
M
F
a
v
a
i
l
a
b
l
e
o
n
t
h
e
w
e
b
I
n
t
e
r
a
c
t
i
v
e
w
e
b
b
a
s
e
d
e
n
v
i
r
o
n
m
e
n
t
a
l
i
n
f
o
r
m
a
t
i
o
n
s
y
s
t
e
m
R
2
0
0
,
0
0
0
.
0
0
1
1
C
o
n
d
u
c
t
a
w
e
t
l
a
n
d
a
s
s
e
s
s
m
e
n
t
D
e
v
e
l
o
p
a
w
e
t
l
a
n
d
f
u
n
c
t
i
o
n
a
l
l
i
t
y
a
s
s
e
s
s
e
m
e
n
t
V
a
l
u
a
t
i
o
n
o
f
w
e
t
l
a
n
d
g
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
R
1
0
0
,
0
0
0
.
0
0
R
7
5
,
0
0
0
.
0
0
1
2
C
o
n
d
u
c
t
a
c
a
r
b
o
n
e
m
i
s
s
i
o
n
a
s
s
e
s
s
m
e
n
t
C
a
r
b
o
n
e
m
m
i
s
s
i
o
n
i
n
v
e
n
t
a
r
y
a
n
d
o
f
f
s
e
t
p
r
o
g
r
a
m
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
M
s
u
n
d
u
z
i
’
s
c
a
r
b
o
n
f
o
o
t
p
r
i
n
t
R
5
0
0
,
0
0
0
.
0
0
R
1
0
0
,
0
0
0
.
0
0
1
3
C
o
n
d
u
c
t
a
c
l
i
m
a
t
e
a
s
s
e
s
s
m
e
n
t
C
l
i
m
a
t
e
C
h
a
n
g
e
R
i
s
k
A
s
s
e
s
s
e
m
e
n
t
a
n
d
A
d
a
p
a
t
i
o
n
S
t
r
a
t
e
g
y
C
l
i
m
a
t
e
c
h
a
n
g
e
r
i
s
k
s
i
d
e
n
t
i
?
e
d
a
n
d
s
t
r
a
t
e
g
i
e
s
i
n
p
l
a
c
e
t
o
a
d
d
r
e
s
s
r
i
s
k
1
4
R
e
h
a
b
i
l
i
t
a
t
e
m
u
n
i
c
i
p
a
l
l
a
n
d
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
u
n
i
c
i
p
a
l
o
w
n
e
d
l
a
n
d
M
a
p
d
e
g
r
a
d
e
d
l
a
n
d
a
n
d
d
e
v
e
l
o
p
r
e
h
a
b
i
l
i
t
a
t
i
o
n
s
t
r
a
t
e
g
i
e
s
R
7
0
,
0
0
0
.
0
0
R
1
0
0
,
0
0
0
.
0
0
1
5
E
r
a
d
i
c
a
t
e
a
l
i
e
n
i
n
v
a
s
i
v
e
p
l
a
n
t
s
A
l
i
e
n
i
n
v
a
s
i
v
e
c
l
e
a
r
i
n
g
p
r
o
g
r
a
m
f
o
r
m
u
n
i
c
i
p
a
l
o
w
n
e
d
l
a
n
d
U
p
d
a
t
e
d
a
l
i
e
n
p
l
a
n
t
m
a
p
p
i
n
g
a
n
d
c
l
e
a
r
i
n
g
p
r
o
g
r
a
m
i
m
p
l
e
m
e
n
t
e
d
1
6
C
o
n
d
u
c
t
a
n
u
r
b
a
n
g
r
e
e
n
p
r
o
g
r
a
m
U
r
b
a
n
G
r
e
e
n
i
n
g
P
r
o
g
r
a
m
U
r
b
a
n
G
r
e
e
n
i
n
g
S
t
r
a
t
e
g
i
e
s
102
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5. STUDY ON GREATER EDENDALE MINI SDF
5.1. Introduction
A study on the economic life of the Greater Edendale was commisioned and the input below was captured with some
insight, requires a revolutionary transformative approach from the apartheid form of planning of the historically
repressed and neglected township into an urban Pietermaritzburg place of high quality representing the single
biggest investment in the city’s future.
The Business Plan done advocates and facilitates the adoption of a developmental local government system, which
is committed to working with citizens, groups and communities to create sustainable human settlements which
provide for a decent quality of life and meet the social, economic, and material needs of communities in a holistic
manner.
This is the biggest town planning and urban renewal initiative currently under way in South Africa, eclipsing both
the Cato Manor in the Durban Metro and the Alexandria Renewal Project in Gauteng.
It will provide a variety of housing choices for both poorer and af?uent residents in identi?able neighbourhoods.
Phase one is under way and is concerned with addressing the title deeds chaos, created by the previous government
administration.
Phase two will kick-start the physical development, including the installation of underground water reticulation,
and sewerage systems, overheads electri?cation, and road networks.
The Business Plan will also promote low scale commercial and community facilities within residential neighbourhoods
and explore industrial activities within the service nodes. It will also promote agricultural and resource harvesting
type activity within the ?ood plains and stream lines.
The initiative is expected to unlock the potential of creating the Greater Edendale into a City within the City.
Several poverty alleviation and eradication strategies will be explored and deployed , in view of the labour-intensive
nature of the anticipated projects.
5.2. Historical Background
Edendale has a unique place in the settlement history of South Africa and its humble beginnings are captured in a
publication [A New Portrait of an African City Africa by Laband and Haswell ed] as follows:
In 1851, 100 Christian families of Giqua, Pondo, Sotho, Tleokwa, Hlubi and Swazi origin, settled on the farm
Welverdiend, renamed Edendale. They purchased the farm on a share basis with, and under the guidance of, their
missionary James Allison. There, they laid out a village in Voortrekker grid pattern and built their houses in
European style - each in important respects pursuing an economic existence, but all united by an af?liation to the
mission, church, school and the community.
Georgetown became a self suf?cient mission community with pro?table gardening lots, a nearby tannery and a mill
and wicker works, proli?c in its days, selling its wares as far away as Cape Town. Trading with other areas was a
viable source of income.
Georgetown became an educational centre and in 1888, Georgetown men formed the Funa-malungelo [the society
of those who seek rights] and sought unsuccessfully to obtain municipal status. Throughout, its history Edendale
would suffer for want of Borough recognition. This was largely because a short-sighted colonial government refused
to see even Christian and civilized Africans as having the capacity to adopt colonial local government.
Extract by S Meintjies
103
Msunduzi Municipality Integrated Development Plan 2011 – 2016
By rural to urban African migrants who rented land from the landowners. The failure to accord Edendale municipal
status led to overcrowding and slum conditions as the area’s economic base was undermined and the rights of the
Edendale community were denied. Despite apartheid’s not-so-subtle attempts to deprive the people of Edendale of
their identity and to erode their cultural base, the Edendale area is renowned nationally for producing more than its
fair share of national struggle leaders and old Edendalers are to be found in positions of leadership in both the public
and private sectors in South Africa.
In December, 2001 the Msunduzi Municipality took a bold decision to begin the tortuous process of resolving the
land-legal issues and bringing development to the area. In order to assist landowners who had lost control and
possession of their land to their former tenants, the Msunduzi Executive Council resolved, in a dramatic reversal of
policy that, provided the ? nance could be raised, it would purchase privately-owned land with a view to developing
the area. This was the genesis of GEDI, the Greater Edendale Development Initiative. GEDI has now spawned a
social development arm, the Greater Edendale Development Forum, which represents no fewer than 34 organisations
in the greater Edendale area.
5.2.1. Poverty Eradication Strategy
In 2003 Msunduzi Municipality applied for funding from Urban Management Programme and United States
Agency for International Development for the development of a Poverty Reduction Strategy in the Greater
Edendale Area. This was part of the Greater Edendale Development Initiative. Built Environment Support
Group was contracted by Msunduzi Municipality to facilitate the development of the strategy.
[a] The objectives:
• To understand the poverty dynamics in the Greater Edendale.
• To ?nd out the role played by various stakeholders in the Greater Edendale Area in the ?ght against
poverty.
• The role of Msunduzi Municipality in poverty reduction.
• Incorporation of the Poverty reduction Strategy into the IDP of Msunduzi Municipality.
• Mobilisation of resources for the implementation of the Poverty Reduction Strategy.
Methodology
Inception Report
Justi?cation for the selection of the Greater Edendale Area as a pilot for the development of the poverty
reduction strategy
Identi?cation of the stakeholders for the project
Use of participatory research methods
Clari?cation of objectives of the project
Poverty Pro?le
The extent of poverty in the greater Edendale Area
How poverty manifests itself in Edendale
Causes of poverty in Edendale
Contemporary efforts to ?ght poverty
Consultations
Various stakeholders were consulted on their role in poverty reduction:
Schools:
Most schools invited members of the community to use the land on the school premises to start vegetable
gardens which were used for the feeding scheme. The surplus would be sold to generate income that helps
subsidise school fees for those who could not afford to pay. Schools also ran Adult Basic Education classes.
Teachers also assisted households to apply for child support grants.
104
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Churches
Most churches in the Greater Edendale area are involved in feeding schemes, income generating projects and
HIV/AIDS Support Groups.
Community Based Organisations
There were more than 50 Community Based Organisations in the Greater Edendale Area, mostly focusing on
income-generating projects, health, environment, ABET and Arts, Sports and Culture.
Non-Governmental Organisations
NGOs played a signi?cant role in capacity building for CBOs in the Greater Edendale Area. Most of the
NGOs are based in city of Pietermaritzburg.
They provide a variety of services, ranging from feeding, early learning, skills training, advocacy and lobbying,
housing and environmental issues. Some of the NGO’s have formed Networks like CINDI and PACSA.
Ward Committees
The Ward Committees plays an important role in assisting people to access municipal services. This helped
improve the relationship between communities and Msunduzi Municipality, as people felt that they were
participating in the process of improving their lives. Multi-stakeholders consultation
In November 2003 a multi-stakeholders consultation was held at Sinodale Centre.
The purpose was to consolidate the ?ndings of the various consultations. Participants in this event identi?ed
seven focus areas: The extensive work outlined above provides a foundation for poverty reduction which can
be replicated in other areas of the municipality. Should such replication be decided upon, GEDI would be
more than prepared to assist in launching the process.
1) Food Security and Environment
2) Safety and Security
3) Local Economic Development
4) Education and Training
5) Land Tenure and Housing
6) Health
7) Household and Social Issues
[c] Towards Community Participation and Municipal-Community Partnership
The participants at the multi-stakeholders consultation unanimously agreed to the formation of Greater
Edendale Development Forum to co-ordinate the activities of the seven Focus Groups towards poverty
reduction.
They also drew up a declaration to be signed by Msunduzi Municipality and Greater Edendale Community
towards a Municipal-Community Partnership against poverty.
The Greater Edendale Development Forum was formed in 2004 and has been registered as a Not-for-Pro? t
Organisation through the NPO Directorate of the National Department of Social Development.
The Forum works with Ward Councillors and Ward Committees, and is also represented on the Greater
Edendale Development Initiative Project Committee. Greater Edendale Development Initiative provides
support to the Forum and the Focus Groups to promote community participation. GEDI also helps with
mobilization of resources for the implementation of the Focus Groups Plans.
105
Msunduzi Municipality Integrated Development Plan 2011 – 2016
[d] Way Forward
The extensive work outlined above provides a foundation for poverty reduction which can be replicated in
other areas of the municipality. Should such replication be decided upon, GEDI would be more than prepared
to assist in launching the process.
[2] Local Economic Development
The Msunduzi Municipality has identi?ed the Greater Edendale Area as a priority area for social and economic
development. In response thereto, consultants were appointed to prepare a Local Economic Development
Strategy of the Greater Edendale Area.
A number of strategic programmes designed to unlock the development potential of the GEA and
mobilise stakeholders in support of its development have been developed and are now at different stages of
implementation.
The LED Strategy was developed based on the following Scope of Work:
• Undertaking an inventory, assessment and identi?cation of gaps in existing research (including
background material and organizations).
• Socio-economic analysis, which includes an assessment of the HIV and AIDS rate, poverty assessment,
income & expenditure pro?le, etc.
• Economic analysis including a sector analysis and a proposed Edendale business and labour market
survey.
• Spatial analysis.
• An analysis of the economic sectors and the demand for goods and services within the Greater Edendale
Area.
• Integration with the IDP and the Poverty Reduction Framework.
• A SWOT analysis of the area and the economy to identify the competitive advantages and disadvantages.
• Identi?cation of possible strategic interventions.
• De?ning programmes and identifying potential projects.
The Local Economic Development Strategy for the Greater Edendale Area is developed within a framework
of developmental local government and emphasizes developmental LED.
It puts greater emphasis on addressing severe problems of unemployment and poverty, while creating a
framework for investment and economic growth.
Its intention is to contribute to the achievement of the general Municipal development vision and economic
development strategies speci?cally.
[3] Organisational Structure and Institutional Arrangement
Apartheid has fundamentally damaged the spatial, social and economic environments in which people
live, work, raise families, and seek to ful?ll their aspirations. Local government has a critical role to play in
rebuilding local communities and environments, as the basis for a democratic, integrated, prosperous and
truly non-racial society. The Constitution of the Republic of South Africa mandates local government to:
• Provide democratic and accountable government for local communities.
• Ensure the provision of services to communities in a sustainable manner.
• Promote social and economic development.
• Promote a safe and healthy environment.
• Encourage the involvement of communities and community organizations in the matters of local
government.
106
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Local government must also promote the Bill of Rights, which re?ects the nation’s values about human dignity,
equality and freedom, and uphold the principles enshrined in the Constitution. Within the framework of the
Constitution, the basis for a new developmental local government system is presented, which is committed
to working with citizens, groups and communities to create sustainable human settlements which provide
for a decent quality of life and meet the social, economic and material needs of communities in a holistic way.
The establishment and functioning of GEDI is de?ned and is informed by the above Developmental Local
Government vision.
[4] Transportation: Edendale/Northdale Corridor Project
The Edendale/Northdale Corridor project is to develop an improved transportation corridor extending from
Georgetown in Edendale through the CBD to Northdale over a length of about 17km.
The Vision for the project is described as:
Advancing the city of choice through affordable, sustainable and integrated mobility in the Pietermaritzburg
Metropolitan Area with speci?c emphasis on the Edendale-Northdale Corridor.
The Mission to guide the project is de?ned as:
To promote public transport and non-motorised transport along the Edendale/Northdale Corridor by
improving infrastructure and services through integrated transport and land use developments.
[5] Integrated Environmental Management Plan
Consultants were appointed to undertake an Environmental Assessment Study of the Greater Edendale Area.
The Study was deemed imperative in the forward planning and development of the area and consequently,
informing the creation of an integrated and sustainable urban environment.
In terms of the National Environmental Management Act, sustainable development means the integration
of social, economic and environmental factors into planning, implementation and decision making so as
to ensure that development serves present and future generation. The International Council for Local
Environmental Initiative uses the following de?nition which is focused specially at service provision at a
local level:
“Sustainable Development is development that delivers basic environmental, social and economic services to
all residents of a community without threatening the viability of the natural, built and social systems upon
which the delivery of these systems depends’’.
[6] Land Use Management System
To advance the development of the Greater Edendale Area in an integrated and co-ordinated manner and to
lead the land acquisition and housing delivery programme, it is recorded that:
• The Greater Edendale Area has been the subject of a macro planning analysis and has been divided into
18 Functional Area. Broad brush plans have been prepared for each of the functional areas detailing
the role, character, spatial features and key development interventions that are required in order for the
functional area to reach basic performance levels.
• The Edendale Corridor Functional Area was identi?ed, by the Executive Committee, as a priority
project towards the development of the Greater Edendale Area. The Executive Committee directed
that a planning study be conducted in order to produce both necessary plans, as well as to produce a
methodology, to be followed for the planning of the balance of the Greater Edendale Area.
• In this case, the provision of basic needs and security of tenure locked within an urban renewal strategy
were recognised as the principal elements of the project. This urban renewal strategy was further
debated within a broader planning context where, the need to prepare a ‘physical framework plan’ at an
urban landscape level promoting the revitalisation of the area was recognised and deemed imperative.
• In so saying, the nature and the character of the project was primarily framed within this context.
107
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Accordingly, the principle components of the pilot study were:
• To establish a detailed physical Development Framework suitable to direct and manage investment
within the Corridor.
• To identify the location and extent of key development opportunity zones and the associated physical,
institutional and ?nancial requirements to enable development within them.
• To prepare conceptual design solutions for each development opportunity.
• To identify critical actions required for each of the above to be implemented including the assembly of
land, detailed design actions required, establishment and or re?nement of land use and environments
management mechanism, assessment of infrastructure requirements such as access, sewerage disposal
etc.
• To evaluate and prepare recommendations regarding existing outstanding development applications
and or enquiries within the Corridor.
• To prepare order of magnitude costs and budgets for the establishment of public infrastructure
necessary for facilitating development.
• To priorities phasing of development within the Corridor as a whole and within each development
opportunity zone.
On return of technical comments from the various business units, the Edendale Corridor Framework plan
will be ?nalised and presented to the Executive Committee to be adopted as part of the IDP.
Moreover, by way of the Grant funding made available by the DBSA, the planning of the remaining functional
areas will be proceeded with.
108
Msunduzi Municipality Integrated Development Plan 2011 – 2016
109
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION E: SECTOR INVOLVEMENT
1. SECTOR DEPARTMENTS/DISTRICT AND MSUNDUZI MUNICIPALITY IDP
ALIGNMENT
There are various technical committees that are in place to address various programmes for water, sanitation, roads, transport,
land reforms, economic development, etc. Our main challenge is to participate fully at the high level forum that was formed and
launched in 2007 at the Royal Showground in response to Premier’s call for a high level forum at the District level to address
issues of intergovernmental. This initiative would be championed at the District level by the District. Membership of such a
forum would be comprised of the municipal managers and mayors of the eight municipalities as well as district managers of the
sector departments. It is the City’s hope that this forum would shape its agenda and begin to look at issues speci?cally relating to
the Capital City Status; the metro status; service agreements; alignment of systems and personnel; backlogs facing the City etc.
There is an IGR forum at the district level at which the Msunduzi Municipality sits as the member and the issues of co-operative
governance are deliberated. It is hoped though that, this forum would begin to deliberate on issues of long term planning and
mobilize necessary projects speci?c funding.
2. CO-EXISTENCE OF THE LOCAL GOVERNMENT AND THE TRADITIONAL
LEADERSHIP
It was long before the promulgation of the KwaZulu-Natal Traditional Leadership and Governance Act, N0. 5 of 2005, the
Municipality spearheaded participation and the role of amakhosi within the Msunduzi Municipality 2007/08 and 2008/09. The
Municipal Structures Act states that, “Traditional Authorities that traditionally observe a system of a customary law in the area of
a municipality may participate in the proceedings of Council of that municipality, and those traditional leaders must be allowed
to attend and participate in any meeting of the Council”.
In order to realize the above legislative dictate, the Speaker has had meetings with Amakhosi falling under the jurisdiction of
Msunduzi Municipality. Those meetings were a huge success with the attendance of the MEC: Finance & Economic Development
(KwaZulu Natal), the Mayor, and Chief Whip. Izinduna serving under various areas of Amakhosi were also in attendance as well
as Ward Councillors and representatives from the Ward Committees.
The initiative by the Speaker had been well received by the Council and the following issues were highlighted in order to build
on this relationship:
a) Amakhosi being invited to all meetings of the municipality and participate in discussions
• Amakhosi have been allocated to Council’s standing committees in order to be actively involved in the discussions
happening in those meetings. They will also be attending Executive Committee and Full Council meetings.
b) Provision of an of?ce for Amakhosi at the City Hall and supporting staff
• An of?ce has been allocated for Amakhosi in the City Hall.
c) Providing ?nancial support for programmes and projects
• An undertaking has been made by the Municipality to ?nancially support projects in the areas of Amakhosi which are
aimed speci?cally in enhancing an understanding of Msunduzi’s history and cultural heritage. The Msunduzi Municipality
respected the existence of traditional leadership and various consultations were held with Amakhosi when the preparations
for local democratically elected governments prior and post 1994 as well as izimbizo earlier and in April 2006/2007 to date.
As we believe that the legislation restores the dignity of the institution of traditional leaders, the Msunduzi welcomes the
establishment of Traditional Council of Traditional Leaders at the District level. We also reiterate the Premier’s speech that such
structures will be vehicles for promoting peace, development and democracy at the local level. As the municipality founded on
principle to serve our communities, we embrace the co-existence of traditional leadership and democratically elected councilors
to ensure ef?cacy in delivery of services to communities.
110
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3. INTERNATIONAL AND INTERGOVERNMENTAL RELATIONS
3.1. International Relations
It is without saying that the increased global competitiveness and local competitiveness have direct impact in and between our
cities. Due to this phenomenon, Msunduzi Municipality had to foster a Twining of Cities with cities like Hampton, Virginia
Beach and Atlanta (Agreement was recently signed) in United States of America; Zhengzhou and Guangzhou in China; Wuhan
in Taiwan and Lincoln in United Kingdom. Such engagements had bene?ted all cities involved and more lessons were learnt. It
is also on the same breath that Msunduzi has to foster such relations with cities within the African continent to realize some of
the objectives as expounded in the African Union (AU), New Partnership for Africa Development (NEPAD) and cross-borders’
challenges facing the Southern African Development Countries (SADC).
Joint overseas trips between the sector departments and Msunduzi Municipality represented by both of?cials and political heads
had renewed hopes for sustainable and coordinated economies at the provincial and local levels. In addition to these engagements
above various departments through interaction with the Municipality had allocated the following projects and funds for the city.
4. SECTOR DEPARTMENTS INVOLVEMENT
Many endervours are made to make the Intergovernment Relations a reality and the following clusters are existing at the
district level
(include the cluster model here)
The ?nalisation of this model from inside-out the municipality is to streamline these structures in order to improve
communication internally and externally, whilst doing that, we need to bring on board sector departments in a more practical
and realistic manner not as a lip service to the IDP process as well as other stakeholders and interest groups such as ward
committees, business, CBO, NGOs, religious sector, amakhosi etc.
4.2. uMgungundlovu District Municipality
Responsibilities
3-5
Programmes
Project Cost Start of Project
KPA Supported by
the Programme
Conduct Feasibility Study & BP for
SMME Incubator concept
Edendale SMME
Incubator
200 000 2010 Local Economic
Development
2nd year scholarship for fashion
student
Project Gateway
– Scholarship
40 000 ongoing Local Economic
Development
Provide Msunduzi ICT Incubator Msunduzi ICT
Incubator
2 000 000 2010 Local Economic
Development
4.3. Sector departments
4.3.1. Department of Arts and Culture
No. Responsibilities
3-5
Programmes
Project
Cost
Start of
Project
KPA Supported by the
Programme
1 Support to Arts and Culture Forums
(all wards)
Arts and Cuotural
Forums
5 000 Ongoing Good Governance and Public
Participation
2 Establish and Support war on poverty
cadres (all wards)
War on Poverty 5 000 ongoing
3 Support/facilitate multicultural prog Multicultural prog 180 000 2010
4 Moral Regeneration Programme-
focusing on women ,youth and
disabled ( All Wards)
Moral
Regeneration
85 000 2010
5 Visual Arts and Craft Promotion
( Access to LM and exhibition
platform)
Promotion of
visual arts and
craft
80 000 2010 Local Economic
Development
111
Msunduzi Municipality Integrated Development Plan 2011 – 2016
No. Responsibilities
3-5
Programmes
Project
Cost
Start of
Project
KPA Supported by the
Programme
6 Hip Hop,Story Telling and Kwaito
eliminations ( All Wards
Story telling-Hip
hop and Kwaito
25 000 2010 Local Economic
Development
7 Non Accredited skills training (
visual arts, craft and performing arts
training
Skills training-
visual arts,
performing arts,
craft
100 000 2010 Local Economic
Development
8 Performing Arts Promotion Performing Arts
Promotion
50 000 2010 Local Economic
Development
9 •Providing a platform and market to
visual artists, crafters and promoters
Platform to market
art products
150 000 2010 Local Economic
Development
10 Conduct Research on Geographical
Names ( all local municipalities)
Research on
Geographical
Names
236 000 for
proj 1-2
April 2010-
March 2011
Institutional Transformation
and Development
11 Provide the following services:
translation,intrepreting and editing
as per request from LMs
translation,
intrepreting and
editing
110 000 April 2010-
March 2011
Institutional Transformation
and Development
12 Rolling out of the Training Manual
for translation and interpreting
Training Manual 50 000 Sept 2010-
March 2011
13 Implementation of the Provincial
Language Policy at provincial and
local levels
Provincial
Language Policy
58 000 April 2010-
March 2011
Good Governance and Public
Participation
14 Promotion of authorship and
readership of indigenous language
literature
authorship
and readership
of indigenous
language literature
275 000 April 2010-
March 2011
15 Payment of subsidies -Msunduzi Subsidy 75 000 1-Apr-10
16 •To ensure proper management
and care of the public recoreds the
Archives will do the following:
•Tribal Secretaries Course and
•Tribal Secretaries Course
Archiving of
public records
8 000 16-18 October
and 15-18 Feb
2010
17 Installation of counting systems in
the Georgetown Library
counting system 60 000 Apr-10 Institutional Transformation
and Development
4.3.2. Department of Housing
Responsibilities 3-5 Programmes Cash?ows Start of Project
KPA Supported by the
Programme
Copesville housing project Copesville housing 4 443 490 ongoing Basic services
Edendale S housing
project
Edendale S housing
project
558 ongoing
Edendale T2 and T3 Edendale T2 and T3 3 797 360 ongoing
Edendale Unit H housing
project
Edendale Unit H
housing project
1 346 828 ongoing
Khayalethu upgrade Khayalethu upgrade 2 459 082 Plannin/feasubility
Lot 182 Sinathing housing
project
Lot 182 Sinathing
housing project
8 648 478 ongoing
Msunduzi wirewall
housing project
Msunduzi wirewall
housing project
14 313 067 ongoing
Willowfontain housing
project
Willowfontain housing
project
17 841 197 ongoing
112
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.3.3. Department of Agriculture, Environment Affairs and Rural Development
Environment Services
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by the
Programme
Environmental awareness
and capacity building
Environmental
awareness and capacity
building
150 000 Apr-10
Urban Greening Urban Greening 300 000 Apr-10
4.3.4. Department of Health
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Clinic upgrade Entembeni Clinic 1 589 234 currently
Clinic upgrade Nxamalala Clinic 2 294 754
Clinic upgrade KwaMpande Clinic On hold-
budget
constrains
Down referral sites Ntembeni, Sondelani, Pata and
Willowfontein
2010
Existing ARV sites Central Clinic, Doris Goodwin
TB Hospital, Ntembeni Clinic,
Sondelani Clinic, Taylors Halt
Clinic
Currently
available
Extension of working
hours to 24 hours on call
service
Primary Health Care - Nxamalala
and Mafakatini
Dental outreach prog Dental service Currently
available
4.3.5. Eskom
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by the
Programme
Households electricity connections
for 885 households
Households electricity
connections
2010 Basic services
4.3.6. Umgeni
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Upgrade 251 water raw pipeline Upgrade water raw
pipeline
19 940 000;
19 340 000;
600 000
Currently;
2010/2011;
2011/2012
Basic services
Groenekloof upgrade reservoir to bene?t
wards 1,2, and 26
Groenekloof upgrade
reservoir
500 000;
15 230 000;
1 270 000
2014/2015;
2015/2016;
2016/2017
DV Harris pipeline upgrade to bene?t
wards 25 and 26
DV Harris pipeline
upgrade
13 000 000 2010/2011
113
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Worlds View reservoir to bene?t ward 26 Worlds View reservoir
upgrade
4 500 000; 55
700 000; 27
310 000; 4
500 000
2014/2015;
2015/2016;
2016/2017;
2017/2018
ED2 to ED4 Pipeline upgrade to bene?t
wards 13, 19 and 24
ED2 to ED4 Pipeline
upgrade
71 000 000; 6
400 000
2010/2011;
2011/2012
ED4 to Umlaas Road Pipeline to bene?t
wards 18 and 37
ED4 to Umlaas Road
Pipeline upgrade
1 000 000; 79
730 000; 83
270 000; 11
500 000
2010/2011;
2011/2012;
/2012/2013;
2013/2014
Richmond Pipeline upgrade to bene?t
ward 18
Richmond Pipeline
upgrade
22 182 000;
104 400 000;
97 500 000;
10 000 000
2010/2011;
2011/2012;
/2012/2013;
2013/2014
4.3.7. Department of Rural Development and Land Reform
MSUNDUZI/PIETERMARITZBURG GAZETTED CLAIMS :
No. Reference
No.
Claimant Rural District Prop. Description Date Comment
1 KRN6/2/2/
E/38/0/0/150
P. M.
SIKHAKHANE
on behalf of the
KWAGUBESHE
COMMUNITY
RURAL PMBURG Remaidner of the farm
Zwaart Kop Native
Location No. 4669
10-11-2006 notice no.
1559 of 2006
2 KRN6/2/2/
E/38/0/0/151
P. GALLAGHER RURAL PMBURG Sub 2 of the farm Wartle
8049
03-03-2000 notice no. 710
of 2000
3 KRN6/2/2/
E/38/0/0/202
N. SIBISI RURAL PMBURG Rem of farm NELSRUST
No 0849, Rem of farm
NOOD GEDACHT NO
0903, MEYERS HOEK
No 0847, ONRUST NO
0848 commonly known as
BAYNESFIELD ESTATE
11/17/1995 notice no.
1187 of 1995
4 KRN6/2/2/
E/38/0/0/46
M. M.
COLVELLE
on behalf of the
COLVELLE
FAMILY
RURAL PMBURG Remainder of Portion 2 of
the farm Moor No. 1997
AND 2 other properties
13-04-2006 notice no. 519
of 2006
5 KRN6/2/2/
E/38/0/0/5
V. I. PILLAY
on behalf of the
PILLAY FAMILY
RURAL PMBURG Remainder of Portion 12 of
the farm Welverdient No.
1384
15-06-2006 notice no. 771
of 2006
6 KRN6/2/2/
E/38/0/0/50
M. A. NYAWUSA
on behalf of the
MKHONDENI
COMMUNITY
RURAL PMBURG Erf 177 of the Township
of Bellevue and 30 other
properties
04-07-2003 published
i.t.o. Notice
no. 1776
of 2003,
amended on
26-09-2003
i.t.o. Notice
no. 2392 of
2003
114
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MSUNDUZI/PIETERMARITZBURG GAZETTED CLAIMS :
No. Reference
No.
Claimant Rural District Prop. Description Date Comment
7 KRN6/2/2/
E/38/0/0/54
T. J. ZIMU on
behalf of the
BISHOPSTOWE
COMMUNITY
RURAL PMBURG Remainder of Portion 3
of the farm Whispers No.
13893 AND 140 other
properties
10-11-2006 notice no.
1560 of 2006
8 KRN6/2/2/
E/38/0/0/68
M. S. MAJOZI
on behalf of the
AMAQAMU
TRIBE
RURAL PMBURG Portion 2 of the farm
Doornhoek No. 796 and 105
other properties
04-07-2003 notice no.
1773 of 2003
9 KRN6/2/2/
E/38/0/0/70
INKOSI T.
MKHIZE
on behalf of
the EMBO
COMMUNITY
RURAL PMBURG Portion 1 of the farm
Goedverwachting No. 1349
AND 30 other properties
09-06-2006 notice no. 739
of 2006
10 KRN6/2/2/
E/38/0/0/79
N. T. MNCWABE
on behalf of the
MPUSHINI/
ASHBURTON
FARM
COMMUNITY
RURAL PMBURG Erf No. 133 of Shortts
Retreat Township and 88
other properties
27-06-2003 published
i.t.o. Notice
no. 1746
of 2003,
amended on
26-09-2003
i.t.o. Notice
no. 2393 of
2003
11 KRN6/2/2/
E/38/0/0/8
B. L. MSOMI
on behalf of
the FOXHILL
COMMUNITY
RURAL PMBURG Erfs 45, 46, 150, 151 and
152, Slang Spruit Township
09-06-2006 notice no.
7410 of 2006
12 KRN6/2/2/
E/38/0/0/80
M. N. MBONGWE RURAL PMBURG Erven 6, 7, 8, 13, 14, 18
AND 49, Trust Feed
Township
10-11-2006 notice no.
1549 of 2006
Original Land claims lodged were (rural = 221 and urban = 2321) and consolidated claims were (rural = 184 and urban
=1024) and so far only 12 gazetted
115
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION F: IMPLEMENTATION PLAN
1. INTRODUCTION
The Municipality is structured according to the National Key Performance Areas (KPAs) in order to ensure comprehensiveness
in programmes and to meet desired outcomes in the execution of the City’ mandate. There are ?ve strategic business units/
departments that are responsible for various programmes, projects and plans and they are linked to the KPAs in the following
order:
Infrastructure Development, Financial Management, Community Service Delivery and Good Governance.
Despite the alignment of the business units according to the National KPA’s the performance agreements for DMM’s are cutting
across the KPA’s with different waiting depending on focus areas and this is consistent with the organization PMS. In order to
ensure compliance, communication and supporting of various operations within and externally to the Council, the Corporate
Business Unit (CBU) acts as the umbilical cord within and between the administration and the polical leadership.
2. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
There are critical structures of the IDP that are in place to ensure and maximize community and stakeholders participation.
The Msunduzi Council; the Executive Committee; Portfolio Committees and subcommittees; the Management Committee, the
IDP Broad Planning Technical Committee, the Stakeholders Sector Fora; Ward Committees; ?ve Traditional Councils within
the municipal area are playing critical roles towards contributing in the socio-economic lives of the people of Pietermaritzburg.
The ?ve Area Based Management zones of the City are running of?ces in those ABM areas to ensure the accessibility of services
to the rate payers and bene?ciaries of those services. In the Vulindlela area, of?ces are running at some of the traditional council
of?ces, whilst the municipality is in the process of building multi-purpose centres in those zones that are not provided with such
centres. The municipality participates in the District Traditional Council together with other municipalities at the District level.
In order to put some of the structures in perspective, the following points are intended to explain the running, coordination and
alignment of the IDP.
2.1 The Msunduzi Municipal Council
(a) Receive regular (monthly) reports on the progress of the IDP Review.
(b) Will be required to consider and adopt amendments to the IDP.
2.2. Executive Committee
(a) Manage, through the City Manager (or alternate) the review process.
(b) Recommend the IDP review process to the Council.
(c) Recommend the IDP revisions to the Council.
(d) Allocate resources for reviewing the IDP.
2.3. The IDP Steering Committee (meeting regularly monthly)
(a) comprising of:
(i) The Mayor
(ii) The Deputy Mayor
(iii) The Executive Committee Members
(iv) IDP Champions (elected from the different party caucuses)
(v) City Manager (or alternate) [chairperson]
(vi) Strategic Executive Managers
(vii) Two SAMWU representatives
(viii) Two IMATU representatives
(ix) The IDP coordinating Team
(b) Provide terms of reference for all reviewing and planning activities
(c) Commission IDP planning studies, programmes and projects.
(d) Process, summarize and document outputs from sub-committees, teams etc.
(e) Recommend amendments to the contents of the IDP
116
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(f) Prepare, facilitate and document meetings and workshops
(g) Ensure alignment and participation in the determination and prioritization of plans and programmes in the
spirit of cooperative governance (to be negotiated)
2.4. Executive Management Committee
(a) Comprising:
(i) City Manager or alternative
(ii) Strategic Executive Managers or alternatives
(b) Facilitate and coordinate the activities of IDP Technical Task Teams
(c) Provide technical advise and input
(d) Develop proposals for the IDP steering Committee to consider
(e) Communicate and implement the programmes and projects in the IDP.
(f) Clear bottlenecks and manage relationships between stakeholders.
2.5. The IDP Broad Planning Technical Committee or City Manager IDP Coordinating Committee
(a) Comprising of:
(i) City Manager (or alternate)
(ii) Administrative Support
(b) Prepare the IDP review Process Plan
(c) Identify resources people
(d) Coordinate and manage the components of the planning process, including:
(i) Stakeholders’ involvement
(ii) Meeting deadlines
(iii) Horizontal and Vertical Alignments
(iv) Compliance with national and provincial requirements
3. INSTITUTIONAL ANALYSIS
3.1. Introduction
A general observation across programmes within local government, a general perception is that government
employees tend to work less then their counterparts in private businesses, and associated with that low staff morale;
excessive time is taken to complete jobs, resulting in low productivity. The available human resources are not used to
their full potential. It was Council’s desire to ensure that at the end of its term there remains a highly motivated and
productive workforce delivering ef?cient and cost effective services. This concern was raised in 2006/2007 ?nancial
year, even though some staff members were promoted through the placement process, a lot is desired in this regard.
Unfortunately the placement process is to be completed, particular the job evaluation process and the job writing
process is almost complete.
The following strategies were put in place to advance the goals of the municipality.
• Introduction of self-directed teams
• Out sourcing of non-competitive functions
• Mechanisms to measure and compare productivity
• Integration, rationalisation in service delivery
• Review of human resources policies
• Introduction of performance management system (to cascade to the lower levels in the organisation)
• Application of staff management systems (Discipline, motivation, training and others)
• Staff and skills audit
• Workforce planning and human resources development
117
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4. ORGANOGRAM
ORGANISATIONAL STRUCTURE
The Municipal Organizational Structure (Refer Organogram below) consists of 5 separate business units headed by a Strategic
Executive Manager (DMM) who reports directly to the Municipal Manager.
MUNICIPAL STAFFING AND BUDGETS 2008/2009
Total number of municipal staff currently employed 3156
Total number of vacancies 2238
Total numbers of approved positions 4899
Total estimated operating budget 2010/2011 2,2
Actual operating budget 2009/2010
Total capital budget 2009/2010 619
Total actual capital budget 2009/2010
Total staff budget 2009/2010 528
Indicate the estimated rates income for 2009/2010
Indicate the actual rates income for 2009/2010
Indicate the total estimated grant income for 2009/2010 2098
Indicate total actual grant income for 2009/2010
Indicate total estimated income for services charges for 2009/2010
Indicate total estimated income for services charges for 2009/2010
Municipal Council
Political Oversight
Community Services
Political Oversight
Infrastructure Services
Political Oversight
Financial Services
Political Oversight
Good Governance
Executive Committee
Portfolio Committee
Community Services
Portfolio Committee
Infrastructure Services
Portfolio Committee
Financial Services
Portfolio Committee
Good Governance
Municipal Manager
Strategic Executive
Community Services
Strategic Executive
Infrastructure Services
Chief Financial Of?cer
Marketing and
Public Relations
Management
Human
Resources
Management
Legal Services
and Legislative
Compliance
Council and
Committee
Support
Information
Management
Economic
Development
Internal Audit
and Compliance
118
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ORGANIZATIONAL STRUCTURE - MANCO
Municipal Manager
Strategic Executive
Community Services
Strategic Executive
Infrastructure Services
Chief Financial Of?cer
Marketing and
Public Relations
Management
Human
Resources
Management
Legal Services
and Legislative
Compliance
Council and
Committee
Support
Information
Management
Internal Audit
and Compliance
Economic
Development
FUNCTIONAL AREAS
The following functional areas have been identi?ed in order to develop a fully functional organisation to deal with the identi?ed
problem areas.
4.1 Financial Management Area
• Budget and Treasury Management
• Budget and Tariffs
• Annual Financial Statements
• Management Accounting
• Supply Chain Management
• Tenders
• Quotations
• Creditors Database
• Expenditure Management
• Contract Management
• Payments
• Remuneration
• Inventory Management
• Revenue Management
• Billing
• Rates
• Credit Control
• Debt Collection
• Cash Receipts and Banking
• Customer Care
• Financial control and Cash Management
• Cash Management
• Financial Systems Management
• Reconciliations
119
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.2 Infrastructure Development, Service Delivery and Maintenance Management Area
• Municipal Infrastructure planning, funding, maintenance and development Management
• Municipal Infrastructure Grants
• Municipal Infrastructure Planning
• Fleet Management
• Mechanical Workshop
• Asset Management and Maintenance
• Housing and Human settlement development Management
• Housing
• Town Planning
• Valuations
• Electricity distribution Management
• Administration
• Maintenance
• Planning
• Networks
• Connections
• Water distribution and sanitation Management
• Administration
• Maintenance
• Planning
• Networks
• Connections
• Sanitation
• Waste Management
• Waste Removal
• Refuse Collection
• Land?ll sites
• Transfer Stations
• Roads and Stormwater
• Administration
• Maintenance
• Planning
• Storm Water
4.3 Sustainable Community Service Delivery Provision Management Area
• Regional Community Services Provision Management
• Airport
• Health Services and Clinics
• Libraries
• Cemeteries
• Environmental Health
• Community Services Provision Management
• Parks
• Sport and Recreation
• Market
• Forestry
• Municipal public works
120
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Public Safety, Enforcement and Disaster Management
• Traf?c
• Licensing
• Public safety
• Fire ?ghting services
• Disaster Management
4.4 Good governance and Management Control Area
• Internal Audit and Compliance
• Internal Audit
• Enterprise Wide Risk Management
• Compliance
• Council and Committee Support
• Mayor’s Of?ce
• Deputy Mayor’s Of?ce
• Speaker’s Of?ce
• Chief Whip’s Of?ce
• Committee Services
• Legal Services and Legislative Compliance
• Corporate and Legal
• Bylaws
• Delegations Management
• Policies, Processes and Procedures
• Human Resources Management
• Performance Management
• Labour Relations
• Recruitment and Selection
• Occupational Health
• Job Evaluation
• Training and Development
• Employee Relations
• Marketing and Public Relations Management
• Tourism
• Marketing
• Public Relations
• Call Centre
• Events Co-ordination
• Information Management
• Management Information Systems
• Secretariat
• Information Centre
• Printing
• Area Based Management
• Information Systems Technical Support
• Economic Development and Planning
• Local Economic Development Management
• Integrated Development Planning
• Service Delivery and Budget Implementation
121
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.5 Restructuring and Placement
The progress made towards the successful restructuring of the organization, the appointment of the senior
management team, the development of the appropriate relevant policies and procedures thereof, has set the place
of fundamental focus to enhance service delivery internally from a Personnel perspective. The ?rst ?ve year term
of a democratized and developmental local government, so the culmination of many projects and projects which
were predominantly driven by the Council’s obligation to Law ?nalize the restructuring of the organization and to
promote services in respect of the IDP.
The ?nalization and adoption of the new organizational structure underscored our quest for principle of total
quality management and sound governance. That was further intensi?ed by the steadfast sense of commitment of
the Placement Committee who together with co-operation of the Unions and mutual interest of Council, took the
Msunduzi Municipality to another level. During the birth of this team spirit, the Placement Committee encountered
the challenge to place approximately 3400 employees. The placement process eventually met all the expectations.
That resulted in quite a small percentage of disputes being received. Only 120 of which 100 of them were resolved
internally and the 20 were referred to South African Local Government Bargaining Council for determination
through Conciliation and Arbitration. The victorious acknowledgement of the “organizational ?t” was accomplished
where ultimately only 4 employees remained in the “Corporate pool” as being unplaced. Of critical importance
during this process, the City of Choice also heeded to the call within the social responsibility framework in respect
of job creation. The decision to employ those employees who rendered a service to the municipality via Labour
Brokers was also adopted. Approximately 78 and 71 temporary employees were appointed to positions within A, B
and C bands respectively.
5. PERFORMANCE MANAGEMENT SYSTEM (PMS)
There were challenges in cascading the performance management system to all levels of the municipality so that each individual
may understand their role within the municipality in achieving the set goals. Since 2002 the performance management contracts
were only signed with the City Manager, Strategic Executive Managers reporting to the City Manager and Process Managers.
In the meantime, the Municipality is phasing in the PMS in order to be implemented fully, never-the-less, the Service Delivery
Budget Implementation Plan (SDBIP) was used as the municipal tool to monitor and evaluate the organizational performance
and the Annual Performance Report is generated from the SDBIP.
Part of the IDP review for 2010/2011, the Municipality was able this time to prepare the IDP using the following template that
will align the Organizational Performance Management System with other processes such as the Budget, SDBIP and PMS.
6. EMPLOYMENT EQUITY
The City of Choice, like all government structures had the birthmark of the entrenched key apartheid policies. The staff component
at strategic positions did not re?ect the demographics of the municipal area and the approved Equity Plan had to be activated
to address the imbalances created by apartheid employment policies. Past employment practices have created an organisation
not fully representative of the people of the municipal area, with African males and females not equally represented at the senior
structures of the organisation.
In the past 5 years we sought to meet those goals set out in the equity plan by ensuring that 25% of the designated staff are on
af?rmative action programme with requisite resources to develop them, that is, 2% of the salary bill be invested in developing
staff from designated groups.
To date, the City of Choice has complied with the required provisions of the Employment Equity Act.
122
Msunduzi Municipality Integrated Development Plan 2011 – 2016
7. HUMAN RESOURCES DEVELOPMENT (EDUCATION AND TRAINING: CITY’S APPROCH
TO SKILLS AND DEVELOPMENT TOWARDS THE ECONOMIC DEVELOPMENT AND
GROWTH OF THE CITY)
The Municipality through Human Resources Development Unit under the Corporate Services Department is the custodian or
champion for skills development on behalf of the Municipality. Various training interventions are conducted through different
levels in the organisation. There are training programmes that are attended to equip the employee in order to improve the quality
and standard of service delivery. The Workplace Skills Plan is developed along the LGSETA guideline. Almost what is due to the
municipality in terms of the training rebates is collected on an annual basis in full. Whilst the Human Resources Development
Unit is tasked to improve the competency of our employees the unit is also responsible to work in partnership with various
departments and training providers and communities to improve the level of skills, knowledge and behavior of our employees and
citizens to be active participants in the city and the economic development and growth of the city
The Following inputs provide insight to various programmes and projects.
7.1 Workplace Skills Plan Pro?le
• 28, 66% of total employees have NQF Level 1 and below
• Less than 27.04% of employees have NQF 2, 3, 4
• 13% have NQF 5 and above
• 74.26% of directors, Corporal Managers and pereferential have NQF level 6 and above
• 46.04% of technicians and trade makers have NQF 5 and above.
7.2 Skills Priority for 08/09
• Apprenticeship electrical and mechanical
• Leadership: Construction, carpentry, ?tting and turning, LED and IDP
• Targeted 50% of total people with NQF 1 and below
7.3 Internship
Linked to LGSET scares skills area such as Finance, Valuations, Audit, Supply Chain Management, ICD, Land
Survey, Civil Engineering, GIS, Public Admin.
7.4 Bursaries
Internal Bursaries 08/09
• 10 bursaries and 2 scholarship
• Linked to LGSETA Scarce Skills Priority Areas
External Bursaries 08/09
• 10 Bursaries made available
• Linked to LGSETA Scarce Skills: Property Valuations, Environmental Management, Technical, Electrical,
Civil and Town Planning.
7.5 A Learning Nation - Library Service
The city prides itself with the existence of many excellent centres of tertiary education, private colleges and the
public school system. Our challenge then as the city is to take advantage of these resources for the betterment of our
citizens especially for those that are and those that were less privileged. Since 2003, we have worked tirelessly with
the Natal Society Library and have assumed this function since 2004. Following this amalgamation, city provision of
library services has been aligned and improved dramatically. The establishment of a special children’s library at the
main library has given the city the ultimate legacy for the future of our children. Records show that the children’s
library has the highest use records in 2003 and 2004, and not only is the expansion timely for the next decade, but
shows the rate at which knowledge is quickly being absorbed in the municipality among its youth. Use of the library
continues to rise, and there is now more than double the record 2003 ?gure.
123
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The new R31 million children’s reference library is the best in Southern Africa, and boasts state of the art technology
and caters for all children, irrespective of ability. The library was been funded by a joint Council (R4 million),
Carnegie Cooperation (R14 million), and KZN Library Services (R13 million) agreement. The inclusion and rollout
of these services has also been extended to the wards. A new library has been built by KZN Library Services in
Eastwood. Systems in Georgetown and Northdale Libraries are also now aligned.
7.6 RETENTION AND ATTRACTION STRATEGY
The Municipality has developed and adopted the policy on Staff Retention and Attraction to address the scarce skills
phenomenon. It is the belief of the municipality that through recruitment the application of the staff Retention and
Attraction Policy will contribute towards assisting the Municipality to meet its objectives as expounded in the IDP.
The objectives of this policy are:
Beside a payment of remuneration maybe pitched at a market rate of a particular post the Municipality has the
scarce skills development strategies. Employees and non-employees are contracted to learnerships on scarce skills
training, bursaries are granted in some of the following discipline i.e architects, tour planning, quantity surveyors,
engineer, mechanical engineer, land surveyors, professional valuers etc. Coaching and mentoring, job satisfaction
surveys and career pathing are part of the Policy. Through the implementation of this policy then a need will rise
to develop a succession policy which will be carefully interrogated within the contex of retention of the skills in the
organization and addressing the growing unemployment even among those young people that have graduated at our
institutions of higher learning.
8. GOVERNANCE
In order to deal with problems of staff morale the Corporate Services made sure that Council affairs are run in an effective,
ef?cient, transparent, accountable, consultative and cooperative manner. This was done in line with the Batho Pele principles.
The unit spread its services across four areas: licencing, printing, secretariat and information.
9. LICENCING
The successes of the licencing unit in one year were attributed to the placement of requisite staff who helped in doubling the
revenue collection. On a comparative scale in 2004 the section collected R128 000, but in 2005 within six months the section had
already collected R239 000. One of the highlights has been the clean up campaign which has been successfully carried out with the
new team in prosecuting for illegal posters on street lamps and signs af?xed on tress. The section has also been able to effectively
enforce bylaws such as dog bylaws and bill posting bylaws.
10. INFORMATION
The introduction of the DocuSoft Document Management System has made it easier for many of the municipality’s documents
to be made available on the Internet despite the challenges of accessing this facility through the server. The Information Centre
managed to pack, index and transfer archive boxes that previously were scattered across the municipality.
Within the development of human resources in general there has been steps taken forward to ensure maximum participation of
communities in training and skills development. There were few areas where this was done but there was no general coordination
from a centralised place, that is, the political programmes needed to speak to administrative ability to handle such needs. Overall
within the municipality there is still a need to understand issues of performance management and the incentives that are linked
to it.
11. INFORMATION TECHNOLOGY AND COMMUNICATION
11.1. At the heart of many world-class organizations, is a core of people dedicated to ensuring business intelligence
and alignment across all business units in pursuit of better service delivery for our customers. This new model
signi?es the advances made in the knowledge economy, a factor that seeks to encourage the corporate world to think
beyond the economic parameters incorporating many different strands of expectation from communities, clients
and investors alike.
124
Msunduzi Municipality Integrated Development Plan 2011 – 2016
11.2. In the past few years the Municipality has been involved in creating the necessary strategic platform for business
transacting in a truly aspirant metropolitan council, putting in place the essential elements necessary for meeting
the business model of a third generation municipality through improved connectivity, forward planning, access to
information, area-based management strategies and corporate asset management, all of which are geared to ensuring
faster enhanced management decision-making and turn around times, increased workforce productivity through
better systems and connectivity, and ensuring that operational concerns are addressed through a focus on ef?ciency
and effectiveness.
The CSP unit, which sets a precedent in the municipality by seeing the ?rst female senior executive being appointed
to the position, has been witnessing the turnaround strategies of the municipality by implementing the competency-
based process reengineering model of the Council to bring ef?ciency gains to both internal customers and the
community through clearly de?ned work processes to avoid wastage and duplication of effort, while at the same
time, rede?ning competencies in line with management and Council decisions to offer better, cost-ef?cient and
faster services to communities and business.
This rede?ned business model’s aim was to evaluate what was currently being done, understand the true business
requirements for the process, and then either re-engineer or develop a completely new process that seeks to translate
the strategic business unit’s IDP strategic inputs and thereby, paving the way for practical implementation of the
Council’s decisions across the entire organization. With most functions realigned to create synergy across the
organization due to either being irrelevant, duplicative or entrenching silos work patterns, the unit has ensured
that business unit needs across the Council are addressed in a coordinated fashion through the following process
management areas:
The adoption of the new structure in 2003 saw the establishment of an IT unit charged with the responsibility of
deriving maximum value out organizing IT resources to create value in the municipality and its various stakeholders,
internally and externally. Current legislation governing municipalities, among other pieces of law in the public
service, has enabled Msunduzi to put in place the required information technology and systems. In line with the
IDP, the unit acts as change agent for transforming internal IT processes along Batho Pele principles and the State
information Technology Agency’s IT House of Rules, which has resulted in an enhanced infrastructure and systems
that support performance in the business units and, ultimately, ensure better communications capability in the
Council, support management decision-making by providing information and data that is reliable.
The IT unit has also been instrumental in assisting with the roll-out plan for Community Service Centres through
the provision of infrastructure, systems and secure network services. The bene?ts of the service will result in
improving services to communities by serving them where they live, which will bring down the transacting costs for
thousands of families and businesses as there will be no need to travel unnecessarily to the city centre in order to pay
for services, thus leaving them with more money to use where its required.
In the context of the municipality’s broader vision, the provision of services at these centres will ensure alignment
with other activities of government such as Multi-Purpose Community Centres (MPCC) by assisting with other
daily important services such home affairs applications, registrations of births and deaths, accessing the internet
for information on opportunities available in the economy and many other uses that communities need in order to
improve their lives.
125
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The existence of disparate information systems and outdated hardware prior to 2000 and into the year has also been largely
addressed, as the Council has now adopted a Master Systems Plan at a strategic level to begin a process of aligning
all IT to both the plan and IDP as well as providing a much-needed strategic ?t and functional integration. This has
meant instituting a uni?ed electronic image for the Council (msunduzi.gov.za domain) and a centralized internet
and email service serving the entire Council. Realising also the need for the unit to provide value add to the city’s
?nances, the implementation of least cost routing systems and continued joint ventures with other vendors such
as cellular and ?xed line providers have resulted in savings to Council of 27% in ?xed line usage and 6% in cellular
usage savings. These activities have a marked bearing on the consumer and ratepayer, as they minimize and keep
costs to a bare minimum. A decision register has also been acquired to meet the city’s urgent need for an automated
information system which assists Portfolio Committees and Executive Committee of Council with the tracking and
implementation of resolutions taken, archival and retrieval of pertinent data. The networking infrastructure was
completed in April 2004 including the consolidation of departmental local area networks at Municipal Market,
Parks & Recreation, the Fire Station, City Hall, Publicity House and Art Gallery as the next level in the project. This
will also include Electricity, Duoll Road and Municipal Stores. The networking infrastructure is being extended to
include:
• Northdale library, using ADSL connectivity and a secure link
• George Town library, using ADSL connectivity and secure link
• Main library with a dedicated link (future)
• A Diginet link to SITA for PALS access
• Eastwood library (future)
The provision of these services will ensure that the municipality remains at the forefront of technology, adheres
to government’s e-government strategy, and thereby, providing improved turn-around times through the
implementation of a ‘one-stop-shop” and increase internal capacity to handle transactions and contribute to the
skilling of communities in the use of technology at the Community Service Centres in outlying areas. This makes
the unit not just a provider of solutions, but a technology enabler for communities and businesses as well as ensuring
that our communities are not overtaken by technological developments irrespective of their geographical positions.
11.3. Corporate Asset Management
The strategic repositioning of the municipality in terms of being a productive, sustainable, well-governed and
inclusive city depends also on the effective and ef?cient utilization of assets and people, and nowhere is this more
evident than in corporate asset management. The unit has, since its establishment, been instrumental in streamlining
asset acquisition, utilization and disposal. All Council assets, moveable and non-moveable, are now bar-coded and
a record kept thereof and obsolete stock is kept to a minimum, thereby reducing wastage of funds which could be
better utilized elsewhere in line with the Asset Management Policy. Income has also been generated through the sale
of obsolete and redundant assets.
An ef?cient ?eet management service has also been put in place, and 80% of all Council vehicles are now ?tted with
Co-Driver units to ensure optimum usage, fuel management and reduction of downtime. The ?eet is also linked to
CAMIS, ensuring that proper records are kept, even historical ones.
The function of the unit also involves implementation and management of a centralized ?eet service and stores
and also completion of the Council’s spatial development framework. The framework assists Council on the route
development has to take and already a Land Use Management Plan together with other Town Planning Scheme
Clauses and maps for the entire municipality have been implemented. This has allowed the municipality to do
accurate scenario planning for, say, ?ve, ten and even twenty year periods which is a necessary tool if the municipality
is to cater for its future expansion.
The existence of high growth areas in the city has also been guided by this framework and land use management for
both business and settlement in a short, medium and long term. The Land Disposal Policy for Council Owned Land
has been developed and implemented, which will therefore see to the sustainable use of land as it is not a renewable
resource. Currently, all properties in the municipality have been evaluated for the Valuation Roll. The central areas
of the city are being revitalized and re-planned.
Already, the unit has secured income for the municipality through the sale of 70 Council owned residential properties
at market rates, contributing signi?cantly to the city’s ?nances. Another property has been provided to a private
organization to run an HIV/Aids clinic as part of the network to combat Aids in the municipality.
126
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
2
.
C
O
R
P
O
R
A
T
E
G
O
V
E
R
N
A
N
C
E
&
M
A
N
A
G
E
M
E
N
T
C
O
N
T
R
O
L
R
E
C
O
V
E
R
Y
P
L
A
N
C
i
t
y
G
o
a
l
/
s
:
A
n
e
f
f
e
c
i
e
n
t
l
y
m
a
n
a
g
e
d
,
?
n
a
n
c
i
a
l
l
y
v
i
a
b
l
e
a
n
d
s
u
s
t
i
n
a
b
l
e
C
i
t
y
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
(
N
O
.
9
)
A
r
e
s
p
o
n
s
e
a
n
d
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
(
N
o
.
9
)
I
m
r
o
v
e
m
i
n
i
c
i
p
a
t
i
l
y
?
n
a
n
c
i
a
l
a
n
d
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
b
y
i
m
p
l
e
m
e
n
t
i
n
g
c
o
m
p
e
t
e
n
c
y
n
o
r
m
s
a
n
d
s
t
a
n
d
a
r
d
s
a
n
d
a
c
t
i
n
g
a
g
a
i
n
s
t
i
n
c
o
m
p
e
t
e
n
c
e
a
n
d
c
o
r
r
u
p
-
t
i
o
n
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
(
N
O
.
9
)
I
m
p
r
o
v
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
(
N
O
.
9
F
i
n
a
n
c
i
a
l
m
a
n
a
g
e
m
e
n
t
(
t
a
r
g
e
t
:
1
0
0
%
u
n
q
u
a
l
i
?
e
d
a
u
d
i
t
s
)
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
1
2
.
1
.
I
N
T
E
R
N
A
L
A
U
D
I
T
&
C
O
M
P
L
I
A
N
C
E
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
n
t
e
r
n
a
l
A
u
d
i
t
p
l
a
n
n
i
n
g
a
n
d
c
o
n
t
r
o
l
s
P
o
o
r
A
u
d
i
t
p
l
a
n
-
n
i
n
g
a
n
d
c
o
n
t
r
o
l
P
r
e
p
a
r
e
i
n
t
e
r
n
a
l
a
u
d
i
t
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
o
f
A
u
d
i
t
C
o
m
m
i
t
t
e
e
D
e
v
e
l
o
p
e
d
a
u
-
d
i
t
p
r
o
c
e
d
u
r
e
s
a
n
d
r
e
s
u
l
t
p
l
a
n
s
C
G
M
5
3
5
0
N
i
l
0
S
u
b
m
i
t
r
e
p
o
r
t
s
t
o
m
a
n
a
g
e
m
e
n
t
a
n
d
A
u
d
i
t
c
o
m
m
i
t
t
e
e
a
s
p
e
r
p
l
a
n
C
G
M
5
3
6
R
e
p
o
r
t
o
n
p
e
r
f
o
r
m
a
n
c
e
t
o
P
e
r
f
o
r
m
a
n
c
e
A
u
d
i
t
C
o
m
-
m
i
t
t
e
e
C
G
M
5
3
7
N
o
v
i
s
i
b
l
e
E
n
t
e
r
p
r
i
s
e
R
i
s
k
M
a
n
a
g
e
m
e
n
t
A
l
l
A
u
d
i
t
r
e
p
o
r
t
s
t
o
h
a
v
e
a
d
e
t
a
i
l
e
d
R
i
s
k
M
a
n
a
g
e
-
m
e
n
t
s
c
h
e
d
u
l
e
f
o
r
o
w
n
e
r
s
h
i
p
o
f
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
l
e
d
r
i
s
k
s
C
G
M
5
3
8
1
0
0
0
0
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
?
?
D
e
v
e
l
o
p
a
R
i
s
k
M
a
n
a
g
e
m
e
n
t
P
o
l
i
c
y
C
G
M
5
3
9
R
o
l
l
o
u
t
r
i
s
k
m
a
n
a
g
e
m
e
n
t
P
o
l
i
c
y
C
G
M
5
4
0
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
r
i
s
k
r
e
g
i
s
t
e
r
C
G
M
5
4
1
E
s
t
a
b
l
i
s
h
a
r
i
s
k
m
a
n
a
g
e
m
e
n
t
C
o
m
m
i
t
t
e
e
a
s
p
a
r
t
o
f
t
h
e
A
u
d
i
t
C
o
m
m
i
t
t
e
e
C
G
M
5
4
2
A
u
d
i
t
C
o
m
p
l
i
-
a
n
c
e
N
o
c
o
m
p
l
i
a
n
c
e
W
h
e
r
e
n
o
n
c
o
m
p
l
i
a
n
c
e
i
s
r
e
p
o
r
t
e
d
b
y
A
u
d
i
t
.
A
u
d
i
t
t
o
e
n
s
u
r
e
t
h
a
t
a
m
a
n
a
g
e
m
e
n
t
r
e
s
p
o
n
s
e
d
e
a
l
i
n
g
w
i
t
h
w
h
a
t
,
w
h
e
n
a
n
d
w
h
o
i
s
t
o
r
e
s
o
l
v
e
i
s
r
e
c
o
r
d
e
d
p
l
u
s
c
o
u
n
s
e
l
l
i
n
g
o
f
r
e
s
p
o
n
s
i
b
l
e
o
f
?
c
i
a
l
w
h
e
r
e
n
e
c
e
s
s
a
r
y
.
I
m
p
l
e
m
e
n
t
e
d
c
o
m
p
l
i
a
n
c
e
C
G
M
5
4
3
1
0
0
0
0
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
I
n
v
e
s
t
i
g
a
t
i
o
n
s
N
o
n
E
x
i
s
t
e
n
t
E
s
t
a
b
l
i
s
h
a
h
o
t
l
i
n
e
f
o
r
r
e
p
o
r
t
i
n
g
H
o
t
l
i
n
e
o
p
e
r
a
t
i
o
n
a
l
C
G
M
5
4
4
0
0
0
E
s
t
a
b
l
i
s
h
a
n
i
n
v
e
s
t
i
g
a
t
i
o
n
s
r
e
g
i
s
t
e
r
A
l
l
i
n
v
e
s
t
i
g
a
-
t
i
o
n
s
C
G
M
5
4
5
R
e
p
o
r
t
t
o
t
h
e
A
u
d
i
t
C
o
m
m
i
t
t
e
e
o
n
i
n
v
e
s
t
i
g
a
t
i
o
n
i
n
t
e
r
m
s
o
f
s
e
c
t
i
o
n
1
6
6
(
d
)
o
f
t
h
e
M
F
M
A
.
i
n
v
e
s
t
i
g
a
t
e
d
a
n
d
c
o
r
r
e
c
t
i
v
e
a
c
t
i
o
n
t
a
k
e
n
C
G
M
5
4
6
E
n
s
u
r
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
i
n
v
e
s
t
i
g
a
t
i
o
n
?
n
d
i
n
g
s
D
e
v
e
l
o
p
a
n
I
n
v
e
s
t
i
g
a
t
i
o
n
g
u
i
d
e
l
i
n
e
&
f
r
a
m
e
w
o
r
k
d
o
c
u
m
e
n
t
I
n
v
e
s
t
i
g
a
t
i
o
n
G
u
i
d
e
l
i
n
e
s
D
o
c
u
m
e
n
t
C
G
M
5
4
7
M
o
n
i
t
o
r
l
e
g
i
s
l
a
t
i
o
n
&
b
a
r
g
a
i
n
i
n
g
C
o
u
n
c
i
l
A
g
r
e
e
-
m
e
n
t
s
A
u
d
i
t
e
e
S
a
t
i
s
-
f
a
c
t
i
o
n
N
o
n
e
x
i
s
t
e
n
t
P
r
e
p
a
r
e
I
n
t
e
r
n
a
l
A
u
d
i
t
s
u
r
v
e
y
f
o
r
m
a
n
a
g
e
m
e
n
t
E
f
f
e
c
t
i
v
e
i
n
-
t
e
r
n
a
l
A
u
d
i
t
C
G
M
5
4
8
8
0
%
A
u
d
i
t
e
e
s
a
t
i
s
f
a
c
t
i
o
n
w
i
t
h
t
h
e
a
u
d
i
t
s
e
r
v
i
c
e
C
G
M
5
4
9
127
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
C
G
M
5
5
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
C
G
M
5
5
1
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
C
G
M
5
5
2
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
C
G
M
5
5
3
R
e
p
o
r
t
o
n
s
p
e
n
d
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
G
M
5
5
4
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
-
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
C
G
M
5
5
5
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
G
M
5
5
6
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
T
O
T
A
L
2
8
0
0
0
0
0
0
0
2
8
0
0
0
0
0
0
0
5
4
0
0
0
0
0
0
1
2
.
2
C
O
U
N
C
I
L
&
C
O
M
M
I
T
T
E
E
S
U
P
P
O
R
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
9
.
A
r
e
s
p
o
n
s
e
a
n
d
,
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
9
]
-
E
n
s
u
r
e
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
r
e
r
e
p
r
e
s
e
n
t
a
t
i
v
e
a
n
d
f
u
l
l
y
i
n
v
o
l
v
e
d
i
n
c
o
m
m
u
n
i
t
y
c
o
n
s
u
l
t
a
t
i
o
n
p
r
o
c
e
s
s
e
s
a
r
o
u
n
d
t
h
e
I
D
P
,
b
u
d
g
e
t
a
n
d
o
t
h
e
r
s
t
r
a
t
e
g
i
c
s
e
r
v
i
c
e
d
e
l
i
v
-
e
r
y
i
s
s
u
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
9
]
-
4
.
R
e
?
n
e
w
a
r
d
c
o
m
m
i
t
t
e
e
m
o
d
e
l
t
o
d
e
e
p
e
n
d
e
m
o
c
r
a
c
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
9
]
-
S
y
s
t
e
m
s
i
m
p
r
o
v
e
m
e
n
t
S
e
c
t
o
r
P
l
a
n
:
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
m
m
i
t
t
e
e
s
e
r
v
i
c
e
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
P
r
e
p
a
r
e
a
P
e
r
f
o
r
m
a
n
c
e
M
e
a
s
u
r
e
-
m
e
n
t
S
y
s
t
e
m
f
o
r
t
h
e
u
n
i
t
.
T
h
e
A
c
h
i
v
e
m
e
n
t
o
f
a
z
e
r
o
d
e
f
e
c
t
s
e
r
v
i
c
e
t
o
c
o
u
n
c
i
l
a
n
d
c
o
m
m
i
t
t
e
e
s
.
C
C
S
5
5
7
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
.
A
l
l
W
a
r
d
s
I
m
p
l
e
m
e
n
t
P
e
r
f
o
r
m
a
n
c
e
M
e
a
-
s
u
r
e
m
e
n
t
S
y
s
t
e
m
C
C
S
5
5
8
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
1
0
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
c
u
s
t
o
m
e
r
s
C
C
S
5
5
9
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
128
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
e
a
d
m
i
n
i
s
t
r
a
-
t
i
v
e
s
u
p
p
o
r
t
t
o
C
o
u
n
c
i
l
’
s
D
e
c
i
s
i
o
n
-
m
a
k
-
i
n
g
p
r
o
c
e
s
s
P
r
o
v
i
s
i
o
n
o
f
a
S
e
r
v
i
c
e
t
h
a
t
p
r
o
m
i
s
e
s
e
f
-
?
c
i
e
n
c
y
i
n
D
e
c
i
-
s
i
o
n
M
a
k
i
n
g
R
e
s
t
r
u
c
t
u
r
e
d
c
o
m
m
i
t
t
e
e
s
y
s
t
e
m
a
s
p
e
r
T
u
r
n
A
r
o
u
n
d
S
t
r
a
t
e
g
y
N
e
w
C
o
m
m
i
t
t
e
e
S
y
s
t
e
m
i
n
t
r
o
d
u
c
e
d
o
n
t
h
e
1
M
a
r
c
h
2
0
1
1
.
C
C
S
5
6
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
o
r
d
i
n
a
t
i
o
n
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
m
e
e
t
i
n
g
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
A
d
e
q
u
a
t
e
p
l
a
n
n
i
n
g
a
n
d
l
o
g
i
s
t
i
c
a
l
a
r
r
a
n
g
e
m
e
n
t
s
f
o
r
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
:
T
h
e
a
c
h
i
e
v
e
m
e
n
t
o
f
a
p
r
o
f
e
s
s
i
o
n
a
l
s
e
r
v
i
c
e
a
i
m
e
d
a
t
i
m
p
r
o
v
i
n
g
t
h
e
e
f
?
c
i
e
n
c
y
a
n
d
e
f
f
e
c
t
i
v
e
n
e
s
s
o
f
t
h
e
d
e
c
i
s
i
o
n
-
m
a
k
i
n
g
s
t
r
u
c
t
u
r
e
s
a
n
d
p
r
o
c
e
s
s
e
s
C
C
S
5
6
1
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
M
o
n
t
h
l
y
a
n
d
w
e
e
k
l
y
c
a
l
e
n
d
a
r
o
f
m
e
e
t
i
n
g
s
i
n
d
i
c
a
t
i
n
g
:
v
e
n
u
e
,
d
a
t
e
,
t
i
m
e
a
n
d
r
e
s
p
o
n
s
i
b
l
e
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
/
s
.
C
C
S
5
6
2
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
Z
e
r
o
D
e
f
e
c
t
s
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
R
e
c
o
r
d
i
n
g
d
e
c
i
s
i
o
n
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
M
e
e
t
i
n
g
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
D
i
g
i
t
a
l
r
e
c
o
r
d
i
n
g
o
f
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
1
0
0
%
-
R
e
c
o
r
d
i
n
g
s
o
f
a
l
l
m
e
e
t
i
n
g
s
C
C
S
5
6
3
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
n
c
i
s
e
a
n
d
a
c
c
u
r
a
t
e
m
i
n
u
t
e
s
,
?
n
a
l
i
s
e
d
&
c
i
r
c
u
l
a
t
e
d
1
0
0
%
-
A
l
l
m
i
n
u
t
e
s
t
o
b
e
s
i
g
n
e
d
o
f
f
a
s
p
e
r
q
u
a
l
i
t
y
C
C
S
5
6
4
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
E
l
e
c
t
r
o
n
i
c
c
a
p
t
u
r
i
n
g
a
n
d
d
i
s
p
l
a
y
o
f
m
i
n
u
t
e
s
a
t
E
x
e
c
u
t
i
v
e
C
o
m
m
i
t
-
t
e
e
m
e
e
t
i
n
g
·
m
a
n
a
g
e
m
e
n
t
p
r
o
c
e
s
s
C
C
S
5
6
5
R
3
3
0
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
m
p
i
l
i
n
g
a
g
e
n
d
a
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
T
i
m
e
o
u
s
a
n
d
a
c
c
u
r
a
t
e
c
o
m
p
i
l
i
n
g
o
f
a
g
e
n
d
a
s
.
F
i
n
a
l
i
z
e
d
r
a
f
t
a
g
e
n
d
a
f
o
r
s
u
b
m
i
s
s
i
o
n
t
o
C
o
m
m
i
t
t
e
e
C
h
a
i
r
p
e
r
s
o
n
s
C
o
u
n
c
i
l
,
E
x
e
c
u
-
t
i
v
e
A
n
d
P
o
r
t
f
o
l
i
o
C
o
m
m
i
t
t
e
e
s
C
C
S
5
6
6
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
I
n
t
e
r
p
r
e
t
a
t
i
o
n
a
n
d
T
r
a
n
s
l
a
-
t
i
o
n
A
b
s
e
n
c
e
o
f
a
n
O
f
?
c
i
a
l
L
a
n
-
g
u
a
g
e
P
o
l
i
c
y
a
n
d
T
r
a
n
s
l
a
t
i
o
n
M
a
n
u
a
l
P
r
o
v
i
d
e
s
i
m
u
l
t
a
n
e
o
u
s
a
n
d
d
e
-
l
a
y
e
d
i
n
t
e
r
p
r
e
t
a
t
i
o
n
t
o
C
o
u
n
c
i
l
a
t
a
l
l
f
u
l
l
c
o
u
n
c
i
l
m
e
e
t
i
n
g
s
C
o
m
p
i
l
a
t
i
o
n
o
f
L
a
n
g
u
a
g
e
P
o
l
i
c
y
a
n
d
T
r
a
n
s
l
a
t
i
o
n
M
a
n
u
a
l
C
C
S
5
6
7
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
W
r
i
t
t
e
n
t
r
a
n
s
l
a
t
i
o
n
f
o
r
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
a
n
d
B
u
s
i
n
e
s
s
U
n
i
t
s
(
c
o
u
n
c
i
l
b
y
l
a
w
s
/
p
o
l
i
c
i
e
s
/
a
d
-
v
e
r
t
s
/
c
i
r
c
u
l
a
r
s
/
h
e
a
r
i
n
g
s
…
…
)
C
C
S
5
6
8
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
129
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
i
n
g
s
e
c
r
e
t
a
r
i
a
t
s
u
p
p
o
r
t
t
o
I
D
P
/
B
u
d
g
e
t
I
z
i
m
b
i
z
o
/
p
u
b
-
l
i
c
m
e
e
t
i
n
g
s
/
w
o
r
k
s
h
o
p
s
A
d
H
o
c
A
r
-
r
a
n
g
e
m
e
n
t
s
c
u
r
r
e
n
t
l
y
u
n
s
a
t
-
i
s
f
a
c
t
o
r
y
.
T
u
r
n
-
a
r
o
u
n
d
t
i
m
e
f
o
r
s
u
b
m
i
s
s
i
o
n
o
f
?
n
a
l
i
z
e
d
m
i
n
u
t
e
s
t
o
I
D
P
o
f
?
c
e
P
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
t
o
b
e
i
m
p
l
e
m
e
n
t
e
d
.
C
C
S
5
6
9
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
R
e
c
o
r
d
s
m
a
n
-
a
g
e
m
e
n
t
C
o
-
o
r
d
i
n
a
t
i
o
n
b
e
t
w
e
e
n
I
n
f
o
r
-
m
a
t
i
o
n
U
n
i
t
a
n
d
S
e
c
r
e
t
a
r
i
a
t
I
n
e
f
?
c
i
e
n
t
.
D
e
c
i
s
i
o
n
T
r
a
c
k
-
i
n
g
c
u
r
r
e
n
t
l
y
l
a
c
k
i
n
g
.
T
i
m
e
o
u
s
s
u
b
m
i
s
s
i
o
n
o
f
d
o
c
u
-
m
e
n
t
s
(
m
i
n
u
t
e
s
a
n
d
a
g
e
n
d
a
s
,
e
t
c
.
)
t
o
i
n
f
o
r
m
a
t
i
o
n
f
o
r
r
e
c
o
r
d
p
u
r
p
o
s
e
s
a
n
d
d
i
s
t
r
i
b
u
t
i
o
n
W
e
l
l
m
a
n
a
g
e
d
r
e
-
c
o
r
d
s
.
I
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
D
e
c
i
s
i
o
n
T
r
a
c
k
i
n
g
S
y
s
t
e
m
.
C
C
S
5
7
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
P
o
s
t
i
n
g
o
f
c
o
n
?
r
m
e
d
m
i
n
u
t
e
s
o
n
t
o
t
h
e
i
n
t
r
a
n
e
t
C
C
S
5
7
1
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
U
s
e
o
f
D
o
c
u
s
o
f
t
(
d
o
c
u
m
e
n
t
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
)
f
o
r
h
i
s
t
o
r
i
-
c
a
l
r
e
c
o
r
d
p
u
r
p
o
s
e
s
a
n
d
m
a
d
e
a
v
a
i
l
a
b
l
e
o
n
c
o
m
p
u
t
e
r
s
o
f
a
l
l
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
s
.
C
C
S
5
7
2
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
D
o
c
u
s
o
f
t
t
o
b
e
m
a
d
e
a
v
a
i
l
a
b
l
e
o
n
c
o
m
p
u
t
e
r
s
o
f
a
l
l
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
s
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
D
e
c
i
s
i
o
n
T
r
a
c
k
i
n
g
S
y
s
t
e
m
.
C
C
S
5
7
3
R
1
5
0
0
0
0
R
1
7
0
0
0
0
R
2
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
I
n
f
o
r
m
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
D
e
v
e
l
o
p
a
p
r
o
c
e
s
s
d
o
c
u
m
e
n
t
t
h
a
t
w
i
l
l
s
e
r
v
e
a
s
a
g
u
i
d
e
f
o
r
t
h
e
h
a
n
-
d
l
i
n
g
o
f
a
l
l
o
f
?
c
i
a
l
d
o
c
u
m
e
n
t
s
t
h
a
t
a
r
e
r
e
c
e
i
v
e
d
,
c
i
r
c
u
l
a
t
e
d
a
n
d
s
e
n
t
t
o
e
x
t
e
r
n
a
l
a
n
d
i
n
t
e
r
n
a
l
s
t
a
k
e
h
o
l
d
e
r
s
S
e
r
v
i
c
e
E
f
?
c
i
e
n
c
y
C
C
S
5
7
4
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
P
r
i
n
t
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
S
L
A
f
o
r
b
u
s
i
n
e
s
s
u
n
i
t
s
G
o
o
d
P
r
i
n
t
i
n
g
S
e
r
v
i
c
e
C
C
S
5
7
5
R
3
5
0
0
0
0
R
4
2
5
0
0
0
R
1
0
0
0
0
0
0
R
4
7
5
0
0
0
R
5
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
8
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
b
u
s
i
n
e
s
s
u
n
i
t
s
C
C
S
5
7
6
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
A
d
m
i
n
i
s
t
r
a
t
i
v
e
S
u
p
p
o
r
t
T
o
e
n
s
u
r
e
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
r
u
n
n
i
n
g
o
f
t
h
e
b
u
s
i
n
e
s
s
u
n
i
t
P
r
o
j
e
c
t
e
d
g
e
n
e
r
a
l
e
x
p
e
n
s
e
s
C
C
S
5
7
7
3
2
,
5
1
0
,
8
8
4
0
0
0
0
C
i
t
y
h
a
l
l
R
e
-
f
u
r
b
i
s
h
m
e
n
t
C
C
S
5
7
8
6
,
1
0
0
,
0
0
0
0
0
0
0
C
o
u
n
c
i
l
E
l
e
c
t
i
o
n
e
x
p
e
n
s
e
s
T
o
c
o
v
e
r
e
l
e
c
t
i
o
n
e
x
p
e
n
s
e
s
C
C
S
5
7
9
1
,
5
0
0
,
0
0
0
0
0
0
0
R
e
c
o
r
d
i
n
g
d
e
c
i
s
i
o
n
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
M
e
e
t
i
n
g
s
D
i
g
i
t
a
l
r
e
c
o
r
d
i
n
g
o
f
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
1
0
0
%
-
R
e
c
o
r
d
i
n
g
s
o
f
a
l
l
m
e
e
t
i
n
g
s
C
C
S
5
8
0
0
0
0
0
0
C
o
n
c
i
s
e
a
n
d
a
c
c
u
r
a
t
e
m
i
n
u
t
e
s
,
?
n
a
l
i
s
e
d
&
c
i
r
c
u
l
a
t
e
d
1
0
0
%
-
A
l
l
m
i
n
u
t
e
s
t
o
b
e
s
i
g
n
e
d
o
f
f
a
s
p
e
r
q
u
a
l
i
t
y
C
C
S
5
8
1
0
0
0
0
0
130
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
l
e
c
t
r
o
n
i
c
c
a
p
t
u
r
i
n
g
a
n
d
d
i
s
p
l
a
y
o
f
m
i
n
u
t
e
s
a
t
E
x
e
c
u
t
i
v
e
C
o
m
m
i
t
-
t
e
e
m
e
e
t
i
n
g
·
m
a
n
a
g
e
m
e
n
t
p
r
o
c
e
s
s
C
C
S
5
8
2
0
0
0
0
0
F
u
l
l
y
f
u
n
c
-
t
i
o
n
a
l
w
a
r
d
o
f
?
c
e
s
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
w
a
r
d
o
f
?
c
e
s
C
o
m
p
l
e
t
e
d
,
f
u
l
l
y
e
q
u
i
p
p
e
d
w
a
r
d
o
f
?
c
e
s
C
C
S
5
8
3
0
0
0
0
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
W
a
r
d
O
f
?
c
e
s
C
C
S
5
8
4
4
3
0
,
0
0
0
1
3
,
0
0
0
,
0
0
0
0
0
0
C
o
u
n
c
i
l
F
a
c
i
l
i
t
a
t
e
a
p
p
o
i
n
t
m
e
n
t
o
f
w
a
r
d
a
s
s
i
s
t
a
n
t
s
-
w
a
r
d
a
s
s
i
s
t
a
n
t
s
a
p
-
p
o
i
n
t
m
e
n
t
s
a
n
d
c
o
n
t
r
a
c
t
s
t
o
b
e
?
n
a
l
i
z
e
d
C
C
S
5
8
5
0
0
0
0
0
I
d
e
n
t
i
?
c
a
t
i
o
n
o
f
t
r
a
i
n
i
n
g
n
e
e
d
s
f
o
r
w
a
r
d
a
s
s
i
s
t
a
n
t
s
C
C
S
5
8
6
0
0
0
0
0
S
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
f
o
r
w
a
r
d
a
s
-
s
i
s
t
a
n
t
s
a
s
p
e
r
r
e
p
o
r
t
a
b
o
v
e
C
C
S
5
8
7
0
0
0
0
0
A
r
e
a
B
a
s
e
d
M
a
n
a
g
e
m
e
n
t
/
S
p
e
a
k
e
r
s
O
f
?
c
e
P
o
o
r
s
e
r
v
i
c
e
E
n
s
u
r
e
b
u
s
i
n
e
s
s
U
n
i
t
s
u
b
m
i
s
-
s
i
o
n
s
a
r
e
r
e
c
e
i
v
e
d
o
n
t
i
m
e
G
o
o
d
S
e
r
v
i
c
e
C
C
S
5
8
8
0
0
0
0
0
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
W
a
r
d
C
o
m
m
i
t
-
t
e
e
s
f
o
l
l
o
w
i
n
g
t
h
e
e
l
e
c
t
i
o
n
s
0
2
0
0
0
0
0
0
0
0
W
a
r
d
c
o
m
m
i
t
t
e
e
&
C
o
m
m
u
n
i
t
y
m
e
e
t
i
n
g
s
t
o
b
e
h
e
l
d
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
a
n
n
u
a
l
S
c
h
e
d
u
l
e
0
0
0
0
0
P
r
e
p
a
r
e
a
n
a
n
n
u
a
l
a
r
e
a
b
a
s
e
d
m
a
n
a
g
e
m
e
n
t
p
l
a
n
b
a
s
e
d
o
n
b
u
s
i
-
n
e
s
s
u
n
i
t
s
u
b
m
i
s
s
i
o
n
s
.
0
0
0
0
0
I
m
p
l
e
m
e
n
t
P
l
a
n
0
0
0
0
0
A
B
M
O
f
?
c
e
u
p
g
r
a
d
e
-
V
u
l
i
n
d
l
e
l
a
-
T
a
y
l
o
r
s
H
a
l
t
&
C
i
v
i
c
C
e
n
t
e
r
C
C
S
5
8
9
3
3
9
,
0
0
0
0
0
0
0
C
o
u
n
c
i
l
W
a
r
d
–
b
a
s
e
d
d
e
v
e
l
o
p
m
e
n
t
p
l
a
n
s
-
C
B
P
D
e
v
e
l
o
p
w
a
r
d
-
b
a
s
e
d
d
e
v
e
l
o
p
-
m
e
n
t
p
l
a
n
s
C
o
m
m
u
n
i
t
y
d
r
i
v
e
n
d
e
v
e
l
o
p
m
e
n
t
p
l
a
n
s
C
C
S
5
9
0
1
,
5
0
0
,
0
0
0
R
e
-
e
s
t
a
b
l
i
s
h
-
m
e
n
t
o
f
w
a
r
d
c
o
m
m
i
t
t
e
e
s
R
e
-
e
s
t
a
b
l
i
s
h
w
a
r
d
c
o
m
m
i
t
t
e
e
s
E
f
f
e
c
t
i
v
e
r
u
n
n
i
n
g
o
f
w
a
r
d
c
o
m
m
i
t
t
e
e
s
C
C
S
5
9
1
5
,
0
0
0
,
0
0
0
W
a
r
d
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
P
r
o
g
r
a
m
E
n
s
u
r
e
s
u
p
p
o
r
t
t
o
c
o
u
n
c
i
l
o
r
s
,
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
n
d
c
o
m
m
u
-
n
i
t
y
a
p
p
o
i
n
t
e
d
w
a
r
d
c
o
m
m
i
t
t
e
e
a
s
-
s
i
s
t
a
n
t
s
C
C
S
5
9
2
F
u
n
c
t
i
o
n
o
f
W
a
r
d
C
o
m
-
m
i
t
t
e
e
(
F
u
l
l
y
f
u
n
c
t
i
o
n
a
l
w
a
r
d
o
f
?
c
e
s
)
I
m
p
r
o
v
e
p
a
r
t
i
c
i
p
a
t
i
o
n
i
n
d
e
c
i
s
i
o
n
-
m
a
k
i
n
g
a
n
d
a
c
c
e
s
s
t
o
i
n
f
o
r
m
a
t
i
o
n
E
n
s
u
r
e
d
e
f
f
e
c
t
i
v
e
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
n
d
a
g
e
n
t
s
o
f
p
r
o
-
d
e
v
e
l
o
p
m
e
n
t
C
C
S
5
9
3
8
,
0
0
0
,
0
0
0
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
U
n
k
n
o
w
n
D
e
v
e
l
o
p
m
e
n
t
o
f
a
p
u
b
l
i
c
p
a
r
t
i
c
i
-
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
F
i
n
a
l
i
z
e
d
a
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
C
C
S
5
9
4
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
A
L
L
W
A
R
D
S
P
r
i
n
t
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
S
L
A
f
o
r
b
u
s
i
n
e
s
s
u
n
i
t
s
G
o
o
d
P
r
i
n
t
i
n
g
S
e
r
v
i
c
e
C
C
S
5
9
5
2
3
0
5
0
1
7
2
4
1
3
3
5
3
2
5
3
8
8
4
7
0
0
8
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
b
u
s
i
n
e
s
s
u
n
i
t
s
C
C
S
5
9
6
0
0
0
0
131
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
P
o
o
r
M
a
n
a
g
e
-
m
e
n
t
P
r
e
p
a
r
e
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
D
e
v
e
l
o
p
e
d
a
n
d
i
m
p
l
e
m
e
n
t
e
d
C
C
S
5
9
7
1
7
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
s
e
c
t
i
o
n
5
7
i
n
d
i
v
i
d
u
a
l
p
e
r
f
o
r
m
a
n
c
e
P
l
a
n
s
P
e
r
f
o
r
m
a
n
c
e
m
a
n
-
a
g
e
m
e
n
t
C
C
S
5
9
8
0
0
0
0
0
I
m
p
l
e
m
e
n
t
a
c
o
m
p
u
t
e
r
i
s
e
d
p
e
r
-
f
o
r
m
a
n
c
e
M
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
s
C
C
S
5
9
9
0
0
0
0
0
S
e
r
v
i
c
e
d
e
l
i
v
-
e
r
y
a
n
d
b
u
d
g
e
t
i
m
p
l
e
m
e
n
t
a
-
t
i
o
n
S
D
B
I
P
n
o
t
m
o
n
i
t
o
r
e
d
P
r
e
p
a
r
e
a
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
B
u
d
g
e
t
i
m
p
l
e
m
e
n
t
a
t
i
o
n
P
l
a
n
(
S
D
B
I
P
)
C
o
m
p
l
e
t
e
d
P
l
a
n
C
C
S
6
0
0
0
0
0
0
0
D
e
v
e
l
o
p
a
p
r
o
c
e
s
s
p
l
a
n
f
o
r
t
h
e
m
o
n
i
t
o
r
i
n
g
o
f
t
h
e
S
D
B
I
P
C
C
S
6
0
1
0
0
0
0
0
S
u
b
m
i
t
d
r
a
f
t
S
D
B
I
P
t
o
t
h
e
M
a
y
o
r
a
s
p
e
r
L
e
g
i
s
l
a
t
i
o
n
C
C
S
6
0
2
0
0
0
0
0
E
n
s
u
r
e
t
h
e
t
a
b
l
i
n
g
o
f
t
h
e
d
r
a
f
t
S
D
B
I
P
b
y
M
a
y
o
r
a
t
F
u
l
l
C
o
u
n
c
i
l
C
C
S
6
0
3
0
0
0
0
0
E
n
s
u
r
e
t
h
e
p
u
b
l
i
s
h
i
n
g
o
f
t
h
e
a
p
-
p
r
o
v
e
d
S
D
B
I
P
a
s
p
e
r
l
e
g
i
s
l
a
t
i
o
n
C
C
S
6
0
4
0
0
0
0
0
0
0
0
R
e
p
o
r
t
t
o
c
o
m
m
i
t
t
e
e
s
o
n
p
r
o
g
-
r
e
s
s
m
a
d
e
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
n
d
e
l
i
v
e
r
y
t
a
r
g
e
t
s
o
f
S
D
B
I
P
C
C
S
6
0
5
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
C
C
S
6
0
6
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
R
e
s
p
o
n
d
t
o
e
m
e
r
g
e
n
c
i
e
s
d
u
e
t
o
t
h
e
n
a
t
u
r
e
o
f
p
o
l
i
t
i
c
a
l
o
f
?
c
e
s
P
r
e
-
a
r
r
a
n
g
e
d
s
y
s
t
e
m
C
C
S
6
0
7
2
9
4
6
5
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
C
C
S
6
0
8
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
C
C
S
6
0
9
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
C
C
S
6
1
0
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
C
S
6
1
1
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
C
S
6
1
2
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
C
S
6
1
3
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
C
S
6
1
4
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
C
C
S
6
1
5
0
0
0
0
0
T
o
t
a
l
T
O
T
A
L
6
0
1
7
9
5
5
1
1
7
1
1
3
3
5
3
4
0
3
8
8
4
7
9
7
5
,
0
0
0
1
,
0
2
0
,
0
0
0
132
Msunduzi Municipality Integrated Development Plan 2011 – 2016
M
A
Y
O
R
A
L
S
P
E
C
I
A
L
P
R
O
G
R
A
M
M
E
S
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
l
a
t
i
o
n
-
s
h
i
p
w
i
t
h
t
o
u
r
i
s
m
a
g
e
n
c
y
U
n
h
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
P
r
e
p
a
r
e
a
t
w
o
w
a
y
S
L
A
w
i
t
h
T
o
u
r
i
s
m
a
g
e
n
c
y
H
e
a
l
t
h
y
r
e
l
a
-
t
i
o
n
s
h
i
p
M
P
R
6
9
8
0
0
0
0
0
E
v
e
n
t
s
m
a
n
-
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
a
n
d
o
v
e
r
s
p
e
n
d
i
n
g
P
r
e
p
a
r
a
t
i
o
n
o
f
a
n
a
n
n
u
a
l
e
v
e
n
t
s
s
c
h
e
d
u
l
e
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
6
9
9
4
0
0
0
0
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
M
a
r
k
e
t
i
n
g
o
f
C
i
t
y
P
o
o
r
m
a
r
k
e
t
i
n
g
P
r
e
p
a
r
e
a
m
a
r
k
e
t
i
n
g
p
l
a
n
f
o
r
t
h
e
C
i
t
y
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
7
0
0
0
1
0
0
0
0
0
0
0
0
0
I
n
c
r
e
a
s
e
i
n
r
a
t
e
p
a
y
e
r
s
b
y
5
%
o
f
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
M
P
R
7
0
1
0
0
0
0
0
P
r
o
d
u
c
e
M
a
r
k
e
t
i
n
g
s
t
r
a
t
e
g
y
&
c
o
m
m
u
n
i
c
a
t
e
t
o
a
l
l
M
P
R
7
0
2
0
0
0
0
0
P
u
b
l
i
c
r
e
l
a
-
t
i
o
n
s
U
n
a
c
c
e
p
t
a
b
l
e
P
r
e
p
a
r
e
p
u
b
l
i
c
r
e
l
a
t
i
o
n
s
p
o
l
i
c
y
G
o
o
d
r
e
l
a
t
i
o
n
s
M
P
R
7
0
3
5
0
0
0
0
0
5
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
C
u
s
t
o
m
e
r
S
e
r
v
i
c
e
S
u
r
v
e
y
s
M
P
R
7
0
4
0
0
0
0
0
S
e
t
T
a
r
g
e
t
s
f
o
r
I
m
p
r
o
v
e
m
e
n
t
M
P
R
7
0
5
0
0
0
0
0
0
0
0
0
0
C
o
n
d
u
c
t
c
u
s
t
o
m
e
r
s
u
r
v
e
y
s
M
P
R
7
0
6
0
0
0
0
0
C
r
e
a
t
e
a
p
r
e
s
s
r
e
l
e
a
s
e
c
o
n
t
r
o
l
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
M
P
R
7
0
7
0
0
0
0
0
C
a
l
l
c
e
n
t
r
e
N
o
n
-
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
a
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
a
l
l
c
e
n
t
r
e
I
m
p
l
e
m
e
n
t
e
d
c
a
l
l
c
e
n
t
r
e
M
P
R
7
0
8
2
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
R
e
p
o
r
t
o
n
b
u
s
i
n
e
s
s
p
l
a
n
p
r
o
g
r
e
s
s
M
P
R
7
0
9
0
0
0
0
0
P
r
e
p
a
r
e
c
u
s
t
o
m
e
r
c
o
m
p
l
a
i
n
t
s
r
e
p
o
r
t
&
r
e
p
o
r
t
M
P
R
7
1
0
0
0
0
0
0
C
r
e
a
t
e
a
c
u
s
t
o
m
e
r
c
o
m
m
u
n
i
c
a
t
i
o
n
s
f
o
r
u
m
M
P
R
7
1
1
0
0
0
0
0
P
r
o
d
u
c
e
a
p
l
a
n
a
n
d
r
o
s
t
e
r
f
o
r
e
d
u
c
a
t
i
o
n
a
l
w
o
r
k
s
h
o
p
s
M
P
R
7
1
2
0
0
0
0
0
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
o
o
r
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
r
o
d
u
c
e
I
n
t
e
r
n
a
l
N
e
w
s
L
e
t
t
e
r
N
e
w
s
l
e
t
t
e
r
M
P
R
7
1
3
0
0
0
0
0
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
s
t
r
a
t
e
g
y
M
P
R
7
1
4
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
r
p
o
r
a
t
e
i
d
e
n
t
i
t
y
M
P
R
7
1
5
0
0
0
0
0
C
r
e
a
t
e
M
s
u
n
d
u
z
i
c
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
u
m
M
P
R
7
1
6
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
p
o
l
i
c
y
M
P
R
7
1
7
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
-
t
r
o
l
l
e
d
e
n
v
i
-
r
o
n
m
e
n
t
M
P
R
7
1
8
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
M
P
R
7
1
9
0
0
0
0
0
C
o
s
t
C
o
n
-
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
M
P
R
7
2
0
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
-
l
i
v
e
r
y
M
P
R
7
2
1
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
M
P
R
7
2
2
0
0
0
0
0
133
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
-
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
M
P
R
7
2
3
0
0
0
0
0
A
s
s
e
t
C
o
n
-
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
M
P
R
7
2
4
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
-
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
M
P
R
7
2
5
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
M
P
R
7
2
6
0
0
0
0
0
T
O
T
A
L
S
6
5
0
0
0
0
0
7
5
0
0
0
0
0
0
0
0
1
2
.
3
.
L
E
G
A
L
S
E
R
V
I
C
E
S
&
L
E
G
I
S
L
A
T
I
V
E
C
O
M
P
L
I
A
N
C
E
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
r
p
o
r
a
t
e
a
n
d
l
e
g
a
l
s
e
r
v
i
c
e
s
P
o
o
r
a
n
d
u
n
a
c
-
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
P
r
e
p
a
r
e
S
L
A
f
o
r
B
u
s
i
n
e
s
s
U
n
i
t
s
L
S
L
C
6
1
6
0
0
0
0
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
f
s
e
r
v
i
c
e
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
f
s
e
r
v
i
c
e
L
S
L
C
6
1
7
0
0
0
0
B
y
-
l
a
w
r
e
v
i
s
i
o
n
a
n
d
u
p
d
a
t
i
n
g
P
a
r
t
i
a
l
l
y
c
o
m
-
p
l
e
t
e
R
e
d
r
a
f
t
B
y
l
a
w
s
t
o
m
a
t
c
h
c
u
r
r
e
n
t
s
i
t
u
a
t
i
o
n
M
u
n
i
c
i
p
a
l
c
o
d
e
L
S
L
C
6
1
8
4
0
0
0
0
0
l
4
0
0
0
0
0
l
3
0
0
0
0
0
3
0
0
0
0
0
P
r
o
v
i
d
e
a
s
s
i
s
t
a
n
c
e
t
i
o
C
o
u
n
c
i
l
a
n
d
C
o
m
m
i
t
t
t
e
e
S
u
p
-
p
o
r
t
i
n
c
o
m
p
i
l
i
n
g
d
e
l
e
g
a
t
o
i
n
s
P
a
r
t
i
a
l
l
y
c
o
m
-
p
l
e
t
e
P
r
e
p
a
r
e
a
C
o
d
e
o
f
D
e
l
e
g
a
-
t
i
o
n
s
f
o
r
A
p
p
r
o
v
a
l
C
o
d
e
o
f
D
e
l
e
g
a
t
i
o
n
s
l
L
S
L
C
6
1
9
0
0
0
0
0
A
s
s
i
s
t
a
n
c
e
t
o
b
u
s
i
n
e
s
s
u
n
i
t
s
i
n
c
o
m
p
i
l
i
n
g
p
o
l
c
i
e
s
,
w
h
e
n
r
e
q
u
i
r
e
d
O
n
g
o
i
n
g
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
L
S
L
C
6
2
0
0
0
0
0
0
I
n
f
o
r
m
a
t
i
o
n
m
a
n
-
a
g
e
m
e
n
t
s
y
s
t
e
m
(
i
n
c
l
u
d
i
n
g
c
o
n
t
r
a
c
t
r
e
p
o
s
i
t
o
r
y
N
o
n
-
e
x
i
s
t
e
n
t
T
o
p
r
o
d
u
c
e
a
n
a
c
c
e
p
t
a
b
l
e
i
n
f
o
r
m
a
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
I
n
f
o
r
m
a
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
L
S
L
C
6
2
1
2
5
0
,
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
p
o
r
t
o
n
e
x
p
e
n
-
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
L
S
L
C
6
2
2
0
0
0
0
0
T
a
s
k
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
O
n
g
o
i
n
g
T
o
p
r
o
d
u
c
e
a
n
a
c
c
e
p
t
a
b
l
e
t
a
s
k
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
T
o
p
r
o
d
u
c
e
a
n
i
n
t
e
g
r
a
t
e
d
t
a
s
k
m
a
n
a
g
e
-
m
e
n
t
s
y
s
t
e
m
w
i
t
h
t
h
e
l
e
g
a
l
i
n
f
o
r
m
a
-
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
L
S
L
C
6
2
3
1
0
0
0
0
0
6
6
0
0
0
7
5
0
0
0
8
2
0
0
0
0
L
e
g
i
s
l
a
t
i
o
n
a
n
d
c
a
s
e
l
a
w
u
p
d
a
t
e
N
o
n
-
e
x
i
s
t
e
n
t
T
o
p
r
o
d
u
c
e
a
n
u
p
d
a
t
e
d
l
a
w
l
i
b
r
a
r
y
U
p
d
a
t
e
d
l
a
w
l
i
b
r
a
r
y
w
i
t
h
c
u
r
r
e
n
t
i
n
f
o
r
m
a
t
i
o
n
a
n
d
l
e
g
a
l
p
u
b
l
i
c
a
t
i
o
n
s
L
S
L
C
6
2
2
4
5
0
0
0
0
2
0
0
0
0
2
0
0
0
0
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
L
S
L
C
6
2
5
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
-
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
L
S
L
C
6
2
6
0
0
0
0
0
134
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
s
t
C
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
p
o
r
t
o
n
e
x
p
e
n
-
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
L
S
L
C
6
2
7
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
L
S
L
C
6
2
8
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
b
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
L
S
L
C
6
2
9
0
0
0
0
0
P
r
e
p
a
r
e
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
L
S
L
C
6
3
0
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
-
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
L
S
L
C
6
3
1
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
L
S
L
C
6
3
2
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
L
S
L
C
6
3
3
0
0
0
0
0
T
o
t
a
l
c
o
s
t
8
0
0
,
0
0
0
5
8
6
,
0
0
0
0
0
0
H
U
M
A
N
R
E
S
O
U
R
C
E
S
M
A
N
A
G
E
M
E
N
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
5
.
A
s
k
i
l
l
e
d
a
n
d
c
a
p
a
b
l
e
w
o
r
k
f
o
r
c
e
t
o
s
u
p
p
o
r
t
i
n
c
l
u
s
i
v
e
g
r
o
w
t
h
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
5
]
-
L
i
n
k
m
u
n
i
c
i
p
a
l
p
r
o
c
u
r
e
m
e
n
t
t
o
s
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
5
]
-
4
.
R
e
s
e
a
r
c
h
,
d
e
v
e
l
o
p
m
e
n
t
a
n
d
i
n
n
o
v
a
t
i
o
n
i
n
h
u
m
a
n
c
a
p
i
t
a
l
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
5
]
-
E
x
p
a
n
d
s
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
l
e
a
r
n
e
r
s
h
i
p
s
f
u
n
d
e
d
t
h
r
o
u
g
h
s
e
c
t
o
r
t
r
a
i
n
i
n
g
a
u
t
h
o
r
i
t
i
e
s
a
n
d
N
a
t
i
o
n
a
l
S
k
i
l
l
s
F
u
n
d
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
e
g
i
s
l
a
t
i
o
n
,
P
o
l
i
-
c
i
e
s
a
n
d
C
o
l
l
e
c
-
t
i
v
e
A
g
r
e
e
m
e
n
t
s
H
R
P
o
l
i
c
i
e
s
e
x
i
s
t
,
b
u
t
n
e
e
d
s
r
e
v
i
s
i
o
n
D
e
v
e
l
o
p
m
e
n
t
o
f
a
u
d
i
t
r
e
g
i
s
t
e
r
o
n
a
l
l
H
R
p
o
l
i
c
i
e
s
R
e
v
i
s
e
d
a
n
d
p
r
a
c
-
t
i
c
a
l
p
o
l
i
c
i
e
s
H
R
M
6
3
4
0
0
0
0
0
D
e
v
e
l
o
p
a
n
H
R
p
o
l
i
c
y
d
o
c
u
-
m
e
n
t
H
R
M
6
3
5
0
0
0
0
0
C
o
n
s
u
l
t
a
t
i
o
n
o
n
L
o
c
a
l
L
a
b
o
u
r
F
o
r
u
m
(
L
L
F
)
H
R
M
6
3
6
0
0
0
0
0
R
e
p
o
r
t
t
o
O
v
e
r
s
i
g
h
t
C
o
m
m
i
t
-
t
e
e
H
R
M
6
3
7
0
0
0
0
0
R
e
v
i
s
i
o
n
o
f
O
r
g
a
n
i
s
a
t
i
o
n
a
l
S
t
r
u
c
t
u
r
e
I
n
e
f
f
e
c
t
i
v
e
s
t
r
u
c
-
t
u
r
e
G
u
i
d
e
l
i
n
e
d
o
c
u
m
e
n
t
S
t
r
u
c
t
u
r
e
t
h
a
t
w
i
l
l
e
n
a
b
l
e
e
f
?
c
i
e
n
t
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
H
R
M
6
3
8
0
0
0
0
0
D
r
a
f
t
i
n
g
o
f
p
r
o
p
o
s
e
d
s
t
r
u
c
t
u
r
e
s
H
R
M
6
3
9
0
0
0
0
0
135
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
e
s
e
n
t
i
n
g
s
t
r
u
c
t
u
r
e
s
t
o
L
L
F
H
R
M
6
4
0
0
0
0
0
0
C
o
n
s
i
d
e
r
i
n
g
s
u
g
g
e
s
t
i
o
n
s
b
y
L
a
b
o
u
r
H
R
M
6
4
1
0
0
0
0
0
A
c
c
e
p
t
a
n
c
e
o
f
s
t
r
u
c
t
u
r
e
s
b
y
C
A
H
R
M
6
4
2
0
0
0
0
0
I
n
f
o
r
m
i
n
g
C
o
u
n
c
i
l
a
n
d
M
E
C
o
n
n
e
w
s
t
r
u
c
t
u
r
e
s
H
R
M
6
4
3
0
0
0
0
0
A
l
l
o
c
a
t
i
o
n
o
f
S
t
a
f
f
t
o
N
e
w
s
t
r
u
c
t
u
r
e
I
n
e
f
f
e
c
t
i
v
e
O
r
g
S
t
r
u
c
t
u
r
e
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
a
A
l
l
o
c
a
t
i
o
n
G
u
i
d
e
l
i
n
e
A
l
l
s
t
a
f
f
c
o
r
r
e
c
t
l
y
p
l
a
c
e
d
a
c
c
o
r
d
-
i
n
g
t
o
s
k
i
l
l
s
a
n
d
e
x
p
e
r
i
e
n
c
e
H
R
M
6
4
4
0
0
0
0
0
C
o
n
s
u
l
t
i
n
g
w
i
t
h
L
a
b
o
u
r
o
n
g
u
i
d
e
l
i
n
e
a
s
p
e
r
m
i
n
u
t
e
s
&
a
g
e
n
d
a
s
H
R
M
6
4
5
0
0
0
0
0
D
o
a
l
l
o
c
a
t
i
o
n
s
p
e
r
u
n
i
t
a
s
p
e
r
g
u
i
d
e
l
i
n
e
H
R
M
6
4
6
0
0
0
0
0
D
e
a
l
w
i
t
h
o
b
j
e
c
t
i
o
n
s
a
n
d
d
i
s
p
u
t
e
s
&
r
e
p
o
r
t
t
o
O
v
e
r
s
i
g
h
t
C
o
m
m
i
t
t
e
e
H
R
M
6
4
7
0
0
0
0
0
J
o
b
E
v
a
l
u
a
t
i
o
n
(
J
E
)
N
o
T
A
S
K
F
i
n
a
l
O
u
t
c
o
m
e
R
e
p
o
r
t
(
F
O
R
)
E
n
s
u
r
e
t
r
a
n
s
f
e
r
o
f
P
J
E
C
t
o
M
s
u
n
d
u
z
i
J
E
c
o
m
m
i
t
t
e
e
E
v
a
l
u
a
t
e
a
l
l
p
o
s
t
o
n
n
e
w
s
t
r
u
c
t
u
r
e
o
n
T
A
S
K
J
E
s
y
s
t
e
m
H
R
M
6
4
8
0
0
0
0
0
F
i
n
a
l
i
s
e
s
t
r
u
c
t
u
r
e
H
R
M
6
4
9
0
0
0
0
0
F
i
n
a
l
i
s
e
p
r
o
p
e
r
J
o
b
D
e
s
c
r
i
p
-
t
i
o
n
H
R
M
6
5
0
0
0
0
0
0
S
u
b
m
i
t
J
D
’
s
t
o
M
J
E
C
H
R
M
6
5
1
0
0
0
0
0
S
u
b
m
i
t
r
e
s
u
l
t
s
t
o
M
u
n
i
c
i
p
a
l
i
t
y
f
o
r
a
u
d
i
t
H
R
M
6
5
2
0
0
0
0
0
I
m
p
l
e
m
e
n
t
i
n
t
e
r
i
m
r
e
s
u
l
t
s
H
R
M
6
5
3
0
0
0
0
0
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
s
h
a
r
e
d
v
a
l
u
e
s
y
s
t
e
m
L
a
c
k
o
f
v
a
l
u
e
s
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
V
i
s
i
o
n
a
n
d
s
h
a
r
e
d
v
a
l
u
e
s
a
t
S
t
r
a
t
e
g
i
c
l
e
v
e
l
E
m
b
e
d
d
i
n
g
a
s
h
a
r
e
d
v
a
l
u
e
s
y
s
t
e
m
t
o
t
r
y
a
n
d
e
n
s
u
r
e
e
t
h
i
c
a
l
c
o
n
d
u
c
t
b
y
s
t
a
f
f
H
R
M
6
5
4
0
0
0
0
0
C
o
m
m
u
n
i
c
a
t
i
o
n
t
o
a
l
l
s
t
a
f
f
H
R
M
6
5
5
0
0
0
0
0
W
o
r
k
s
h
o
p
s
o
n
v
a
l
u
e
s
H
R
M
6
5
6
0
0
0
0
0
M
o
n
i
t
o
r
H
R
M
6
5
7
0
0
0
0
0
L
a
b
o
u
r
r
e
l
a
t
i
o
n
s
M
a
n
a
g
e
a
b
l
e
E
n
s
u
r
e
f
u
n
c
t
i
o
n
i
n
g
o
f
L
L
F
S
o
u
n
d
l
a
b
o
u
r
r
e
l
a
t
i
o
n
s
w
i
t
h
i
n
a
m
b
i
t
o
f
L
a
w
,
p
o
l
i
c
i
e
s
a
n
d
c
o
l
-
l
e
c
t
i
v
e
a
g
r
e
e
m
e
n
t
s
H
R
M
6
5
8
0
0
0
0
0
P
r
o
m
p
t
a
c
t
i
o
n
a
n
d
d
e
c
i
s
i
o
n
s
o
n
g
r
i
e
v
a
n
c
e
s
a
n
d
c
o
n
?
i
c
t
a
r
e
a
s
R
M
6
5
9
0
0
0
0
0
S
t
a
f
?
n
g
N
o
a
d
h
e
r
e
n
c
e
t
o
p
o
l
i
c
y
a
n
d
s
o
u
n
d
s
t
a
f
?
n
g
p
r
a
c
t
i
c
e
s
.
D
e
v
e
l
o
p
f
a
i
r
R
e
c
r
u
i
t
m
e
n
t
a
n
d
s
e
l
e
c
t
i
o
n
p
o
l
i
c
y
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
I
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
c
o
m
p
l
i
a
n
c
e
t
o
p
o
l
i
c
y
H
R
M
6
6
0
0
0
0
0
0
S
w
i
f
t
?
l
l
i
n
g
o
f
v
a
c
a
n
c
i
e
s
H
R
M
6
6
1
0
0
0
0
136
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
M
o
r
e
f
o
c
u
s
o
n
P
r
i
m
a
r
y
H
e
a
l
t
h
t
h
a
n
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
D
e
?
n
e
s
e
r
v
i
c
e
a
n
d
K
P
A
’
s
I
m
p
r
o
v
e
d
O
c
-
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
H
R
M
6
6
2
0
0
0
0
0
P
r
o
c
e
d
u
r
e
f
o
r
p
r
e
a
n
d
p
o
s
t
m
e
d
i
c
a
l
s
H
R
M
6
3
0
0
0
0
0
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
p
r
o
g
r
a
m
p
e
r
a
n
n
u
m
H
R
M
6
6
4
0
0
0
0
0
C
o
m
p
l
i
a
n
c
e
t
o
w
a
r
d
m
e
d
i
c
i
n
e
.
H
R
M
6
6
5
0
0
0
0
0
S
u
p
p
o
r
t
t
o
w
a
r
d
s
E
A
P
H
R
M
6
6
6
0
0
0
0
0
S
k
i
l
l
s
D
e
v
e
l
o
p
-
m
e
n
t
W
S
P
s
u
b
m
i
t
t
e
d
D
e
v
e
l
o
p
P
e
r
s
o
n
a
l
D
e
v
P
l
a
n
f
o
r
e
a
c
h
s
t
a
f
f
m
e
m
b
e
r
S
t
r
u
c
t
u
r
e
d
p
r
o
c
e
s
s
t
o
d
e
v
e
l
o
p
s
k
i
l
l
s
o
f
s
t
a
f
f
t
o
e
n
s
u
r
e
s
k
i
l
l
e
d
h
u
m
a
n
r
e
s
o
u
r
c
e
s
H
R
M
6
6
7
2
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
L
i
n
k
P
D
P
t
o
W
S
P
H
R
M
6
6
8
0
0
0
0
0
L
i
n
k
W
S
P
t
o
I
D
P
H
R
M
6
6
9
0
0
0
0
0
L
i
n
k
W
S
P
t
o
b
u
d
g
e
t
H
R
M
6
7
0
0
0
0
0
0
L
i
n
k
t
r
a
i
n
i
n
g
p
r
o
g
r
a
m
t
o
S
D
B
I
P
H
R
M
6
7
1
0
0
0
0
0
T
i
m
e
a
n
d
A
t
t
e
n
-
d
a
n
c
e
m
a
n
a
g
e
-
m
e
n
t
c
o
n
t
r
o
l
s
P
o
o
r
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
P
r
o
j
e
c
t
t
e
a
m
t
o
i
n
v
e
s
t
i
g
a
t
e
,
p
l
a
n
a
n
d
r
e
c
o
m
-
m
e
n
d
B
i
o
m
e
t
r
i
c
d
e
v
i
s
e
.
E
f
?
c
i
e
n
t
s
y
s
t
e
m
t
o
c
o
n
t
r
o
l
a
t
t
e
n
d
a
n
c
e
a
n
d
m
a
n
a
g
e
a
b
s
e
n
t
e
e
i
s
m
H
R
M
6
7
2
3
0
0
0
0
0
0
0
0
0
0
B
u
d
g
e
t
H
R
M
6
7
3
0
0
0
0
0
C
o
n
s
u
l
t
a
t
i
o
n
o
n
L
L
F
H
R
M
6
7
4
0
0
0
0
0
I
m
p
l
e
m
e
n
t
H
R
M
6
7
5
0
0
0
0
0
I
n
t
r
o
d
u
c
t
i
o
n
o
f
E
m
p
l
o
y
e
e
A
s
-
s
i
s
t
a
n
c
e
P
r
o
g
r
a
m
(
E
A
P
)
N
o
n
m
a
n
a
g
e
m
e
n
t
o
f
s
t
a
f
f
w
e
l
f
a
r
e
P
r
o
v
i
s
i
o
n
o
n
O
r
g
S
t
r
u
c
t
u
r
e
E
f
f
e
c
t
i
v
e
m
a
n
a
g
e
-
m
e
n
t
o
f
s
t
a
f
f
w
e
l
f
a
r
e
H
R
M
6
7
6
1
0
0
0
0
0
0
0
0
0
D
r
a
f
t
i
n
g
,
c
o
n
s
u
l
t
i
n
g
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
p
o
l
i
c
y
H
R
M
6
7
7
0
0
0
0
0
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
E
A
P
p
r
o
-
g
r
a
m
f
o
r
2
0
1
1
H
R
M
6
7
8
0
0
0
0
0
H
R
I
n
f
o
r
m
a
t
i
o
n
s
y
s
t
e
m
s
N
o
n
a
v
a
i
l
a
b
i
l
i
t
y
o
f
c
o
r
r
e
c
t
H
R
d
a
t
a
N
e
e
d
s
a
n
a
l
y
s
i
s
E
f
f
e
c
t
i
v
e
m
a
n
a
g
e
-
m
e
n
t
o
f
H
R
d
a
t
a
H
R
M
6
7
9
0
0
0
0
0
D
e
v
e
l
o
p
m
e
n
t
o
f
d
a
t
a
t
e
m
-
p
l
a
t
e
s
f
o
r
a
n
n
u
a
l
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
i
n
g
H
R
M
6
8
0
0
0
0
0
0
S
y
s
t
e
m
s
i
n
t
e
r
f
a
c
e
b
e
t
w
e
e
n
a
l
l
r
e
l
a
t
e
d
s
o
f
t
w
a
r
e
H
R
M
6
8
1
0
0
0
0
0
H
R
B
u
d
g
e
t
N
e
e
d
s
r
e
v
i
s
i
o
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
H
R
M
6
8
2
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
H
R
M
6
8
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
H
R
M
6
8
3
0
0
0
0
0
137
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
H
R
M
6
8
4
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
-
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
H
R
M
6
8
5
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
H
R
M
6
8
6
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
H
R
M
6
8
7
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
H
R
M
6
8
8
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
H
R
M
6
8
9
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
H
R
M
6
9
0
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
-
t
o
r
G
e
n
e
r
a
l
H
R
M
6
9
1
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
H
R
M
6
9
2
0
0
0
0
0
Q
u
a
l
i
?
e
d
M
a
n
-
a
g
e
m
e
n
t
H
R
M
6
9
3
0
0
0
0
0
R
e
c
r
u
i
t
m
e
n
t
a
n
d
s
e
l
e
c
t
i
o
n
s
t
r
a
t
e
g
y
H
R
M
6
9
4
0
0
0
0
0
M
o
t
i
v
a
t
e
d
s
t
a
f
f
H
R
M
6
9
5
0
0
0
0
0
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
w
a
g
e
c
u
r
v
e
H
R
M
6
9
6
0
0
0
0
0
P
l
a
c
e
m
e
n
t
o
f
s
t
a
f
f
H
R
M
6
9
7
0
0
0
0
T
O
T
A
L
5
1
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
138
Msunduzi Municipality Integrated Development Plan 2011 – 2016
M
A
R
K
E
T
I
N
G
&
P
U
B
L
I
C
R
E
L
A
T
I
O
N
S
M
A
N
A
G
E
M
E
N
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
2
.
A
d
e
v
e
l
o
p
m
e
n
t
-
o
r
i
e
n
t
a
t
e
d
p
u
b
l
i
c
s
e
r
v
i
c
e
a
n
d
i
n
c
l
u
s
i
v
e
c
i
t
i
z
e
n
s
h
i
p
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
2
]
-
E
n
s
u
r
e
c
o
u
n
c
i
l
s
b
e
h
a
v
e
i
n
w
a
y
s
t
o
r
e
s
t
o
r
e
c
o
m
m
u
n
i
t
y
t
r
u
s
t
i
n
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
2
]
-
4
.
I
n
f
o
r
m
a
t
i
o
n
c
a
m
p
a
i
g
n
o
n
c
o
n
s
t
i
t
u
t
i
o
n
a
l
r
i
g
h
t
s
a
n
d
1
.
E
n
h
a
n
c
e
t
h
e
A
f
r
i
c
a
n
a
g
e
n
d
a
a
n
d
s
u
s
t
a
i
n
a
b
l
e
d
e
v
e
l
o
p
m
e
n
t
r
e
s
p
o
n
s
i
b
i
l
i
t
i
e
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
2
]
-
O
v
e
r
s
i
g
h
t
o
f
d
e
l
i
v
e
r
y
a
g
r
e
e
m
e
n
t
s
S
e
c
t
o
r
P
l
a
n
:
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
l
a
t
i
o
n
-
s
h
i
p
w
i
t
h
t
o
u
r
i
s
m
a
g
e
n
c
y
U
n
h
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
P
r
e
p
a
r
e
a
t
w
o
w
a
y
S
L
A
w
i
t
h
T
o
u
r
i
s
m
a
g
e
n
c
y
H
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
M
P
R
6
9
8
0
0
0
0
0
E
v
e
n
t
s
m
a
n
-
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
a
n
d
o
v
e
r
s
p
e
n
d
i
n
g
P
r
e
p
a
r
a
t
i
o
n
o
f
a
n
a
n
n
u
a
l
e
v
e
n
t
s
s
c
h
e
d
u
l
e
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
6
9
9
4
0
0
0
0
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
M
a
r
k
e
t
i
n
g
o
f
C
i
t
y
P
o
o
r
m
a
r
k
e
t
i
n
g
P
r
e
p
a
r
e
a
m
a
r
k
e
t
i
n
g
p
l
a
n
f
o
r
t
h
e
C
i
t
y
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
7
0
0
0
1
0
0
0
0
0
0
0
0
0
I
n
c
r
e
a
s
e
i
n
r
a
t
e
p
a
y
e
r
s
b
y
5
%
o
f
t
h
e
v
a
l
u
a
-
t
i
o
n
r
o
l
l
M
P
R
7
0
1
0
0
0
0
0
P
r
o
d
u
c
e
M
a
r
k
e
t
i
n
g
s
t
r
a
t
e
g
y
&
c
o
m
m
u
n
i
c
a
t
e
t
o
a
l
l
M
P
R
7
0
2
0
0
0
0
0
P
u
b
l
i
c
r
e
l
a
-
t
i
o
n
s
U
n
a
c
c
e
p
t
a
b
l
e
P
r
e
p
a
r
e
p
u
b
l
i
c
r
e
l
a
t
i
o
n
s
p
o
l
i
c
y
G
o
o
d
r
e
l
a
-
t
i
o
n
s
M
P
R
7
0
3
5
0
0
0
0
0
5
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
C
u
s
t
o
m
e
r
S
e
r
v
i
c
e
S
u
r
v
e
y
s
M
P
R
7
0
4
0
0
0
0
0
S
e
t
T
a
r
g
e
t
s
f
o
r
I
m
p
r
o
v
e
m
e
n
t
M
P
R
7
0
5
0
0
0
0
0
0
0
0
0
0
C
o
n
d
u
c
t
c
u
s
t
o
m
e
r
s
u
r
v
e
y
s
M
P
R
7
0
6
0
0
0
0
0
C
r
e
a
t
e
a
p
r
e
s
s
r
e
l
e
a
s
e
c
o
n
t
r
o
l
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
M
P
R
7
0
7
0
0
0
0
0
C
a
l
l
c
e
n
t
r
e
N
o
n
-
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
a
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
a
l
l
c
e
n
t
r
e
I
m
p
l
e
m
e
n
t
e
d
c
a
l
l
c
e
n
t
r
e
M
P
R
7
0
8
2
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
R
e
p
o
r
t
o
n
b
u
s
i
n
e
s
s
p
l
a
n
p
r
o
g
r
e
s
s
M
P
R
7
0
9
0
0
0
0
0
P
r
e
p
a
r
e
c
u
s
t
o
m
e
r
c
o
m
p
l
a
i
n
t
s
r
e
p
o
r
t
&
r
e
p
o
r
t
M
P
R
7
1
0
0
0
0
0
0
C
r
e
a
t
e
a
c
u
s
t
o
m
e
r
c
o
m
m
u
n
i
c
a
t
i
o
n
s
f
o
r
u
m
M
P
R
7
1
1
0
0
0
0
0
P
r
o
d
u
c
e
a
p
l
a
n
a
n
d
r
o
s
t
e
r
f
o
r
e
d
u
c
a
t
i
o
n
a
l
w
o
r
k
s
h
o
p
s
M
P
R
7
1
2
0
0
0
0
0
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
o
o
r
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
r
o
d
u
c
e
I
n
t
e
r
n
a
l
N
e
w
s
L
e
t
t
e
r
N
e
w
s
l
e
t
t
e
r
M
P
R
7
1
3
0
0
0
0
0
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
s
t
r
a
t
e
g
y
M
P
R
7
1
4
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
r
p
o
r
a
t
e
i
d
e
n
t
i
t
y
M
P
R
7
1
5
0
0
0
0
0
C
r
e
a
t
e
M
s
u
n
d
u
z
i
c
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
u
m
M
P
R
7
1
6
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
p
o
l
i
c
y
M
P
R
7
1
7
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
-
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
M
P
R
7
1
8
0
0
0
0
0
139
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
M
P
R
7
1
9
0
0
0
0
0
C
o
s
t
C
o
n
-
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
M
P
R
7
2
0
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
M
P
R
7
2
1
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
M
P
R
7
2
2
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
M
P
R
7
2
3
0
0
0
0
0
A
s
s
e
t
C
o
n
-
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
M
P
R
7
2
4
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
M
P
R
7
2
5
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
M
P
R
7
2
6
0
0
0
0
0
T
O
T
A
L
S
6
5
0
0
0
0
0
7
5
0
0
0
0
0
0
0
0
I
N
F
O
R
M
A
T
I
O
N
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
S
y
s
t
e
m
s
P
o
o
r
M
a
n
a
g
e
-
m
e
n
t
I
n
f
o
r
m
a
-
t
i
o
n
U
n
d
e
r
t
a
k
e
a
u
s
e
r
n
e
e
d
s
a
n
a
l
y
s
i
s
I
m
p
l
e
m
e
n
t
e
d
M
I
S
I
N
F
O
7
2
7
0
0
0
0
0
M
a
t
c
h
s
y
s
t
e
m
s
t
o
u
s
e
r
n
e
e
d
s
S
e
l
e
c
t
i
o
n
o
f
n
e
w
E
R
P
s
y
s
t
e
m
I
N
F
O
7
2
8
0
0
0
0
0
D
e
v
e
l
o
p
o
p
t
i
m
i
z
a
t
i
o
n
s
t
r
a
t
e
g
y
f
o
r
a
l
l
s
o
f
t
w
a
r
e
p
a
c
k
a
g
e
s
S
y
s
t
e
m
e
n
c
o
m
-
p
a
s
s
e
s
8
0
%
o
f
c
o
u
n
c
i
l
’
s
n
e
e
d
s
I
N
F
O
7
2
9
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
o
f
n
o
n
c
o
m
p
l
i
-
a
n
c
e
w
i
t
h
I
C
T
p
o
l
i
c
i
e
s
b
y
I
n
t
e
r
n
a
l
&
E
x
t
e
r
n
a
l
A
u
d
i
t
I
N
F
O
7
3
0
0
0
0
0
0
T
e
c
h
n
i
c
a
l
S
y
s
t
e
m
S
u
p
p
o
r
t
S
e
r
v
i
c
e
s
I
n
a
d
e
q
u
a
t
e
S
u
p
p
o
r
t
t
o
b
e
s
p
e
l
t
o
u
t
i
n
S
L
A
A
d
e
q
u
a
t
e
s
e
r
v
i
c
e
I
N
F
O
7
3
1
-
0
0
0
0
I
C
T
V
a
r
i
o
u
s
I
N
F
O
7
3
2
1
4
,
9
0
0
,
0
0
0
0
0
0
0
R
e
m
e
d
i
a
t
i
o
n
o
f
A
G
s
F
i
n
d
i
n
g
s
F
a
v
o
u
r
a
b
l
e
A
G
s
R
e
p
o
r
t
0
0
0
0
0
N
e
t
w
o
r
k
(
L
A
N
&
W
A
N
)
S
t
a
b
l
e
A
p
p
o
i
n
t
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
f
o
r
m
a
i
n
t
e
-
n
a
n
c
e
o
f
W
a
n
&
L
A
N
H
i
g
h
n
e
t
w
o
r
k
a
v
a
i
l
a
b
i
l
i
t
y
I
N
F
O
7
3
3
0
0
0
0
0
H
a
r
d
w
a
r
e
S
L
A
s
e
x
i
s
t
b
y
e
x
t
e
n
s
i
o
n
I
m
p
l
e
m
e
n
t
a
d
e
q
u
a
t
e
H
a
r
d
w
a
r
e
S
L
A
s
f
o
r
m
i
n
o
f
2
y
e
a
r
s
W
e
l
l
m
a
i
n
t
a
i
n
e
d
a
n
d
f
u
n
c
t
i
o
n
a
l
e
q
u
i
p
m
e
n
t
I
N
F
O
7
3
4
0
2
2
0
0
0
0
0
0
0
0
140
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
o
f
t
w
a
r
e
T
o
o
m
a
n
y
v
e
n
d
o
r
s
C
o
n
s
o
l
i
d
a
t
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
F
e
w
e
r
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
I
N
F
O
7
3
5
0
0
%
0
0
0
Q
u
i
c
k
t
u
r
n
-
a
r
o
u
n
d
t
i
m
e
s
0
0
0
0
0
D
i
s
a
s
t
e
r
R
e
-
c
o
v
e
r
y
I
n
a
d
e
q
u
a
t
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
d
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
I
N
F
O
7
3
6
0
2
0
0
0
0
0
0
0
0
0
I
m
p
l
e
m
e
n
t
p
l
a
n
I
N
F
O
7
3
7
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
f
r
o
m
I
n
t
e
r
n
a
l
&
E
x
t
e
r
n
a
l
A
u
d
i
t
I
N
F
O
7
3
8
0
0
0
0
0
Q
u
a
l
i
t
y
A
s
s
u
r
-
a
n
c
e
F
u
l
l
I
T
I
L
o
r
C
o
B
i
t
c
o
m
p
l
i
a
n
c
e
t
o
b
e
a
c
h
i
e
v
e
d
a
n
d
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
I
N
F
O
7
3
9
0
0
0
0
0
C
e
r
t
i
?
c
a
t
i
o
n
o
f
c
o
m
p
l
i
a
n
c
e
t
o
b
e
r
e
p
o
r
t
e
d
I
N
F
O
7
4
0
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
-
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
I
N
F
O
7
4
1
0
%
0
%
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
-
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
I
N
F
O
7
4
2
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
I
N
F
O
7
4
3
0
0
%
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
I
N
F
O
7
4
4
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
I
N
F
O
7
4
5
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
I
N
F
O
7
4
6
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
-
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
I
N
F
O
7
4
7
0
%
0
%
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
I
N
F
O
7
4
8
0
%
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
I
N
F
O
7
4
9
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
S
y
s
t
e
m
s
S
e
l
e
c
-
t
i
o
n
o
f
E
R
P
s
y
s
t
e
m
s
o
f
c
o
u
n
c
i
l
I
N
F
O
7
5
0
0
0
0
0
0
I
n
f
o
r
m
a
t
i
o
n
C
e
n
t
r
e
I
N
F
O
7
5
1
0
0
0
0
0
R
e
m
e
d
i
a
t
i
o
n
o
f
A
G
’
s
?
n
d
i
n
g
I
N
F
O
7
5
2
0
0
0
0
0
I
T
I
L
/
C
O
B
i
t
t
r
a
i
n
i
n
g
I
N
F
O
7
5
3
0
0
0
0
0
T
O
T
A
L
1
4
,
9
0
0
,
0
0
0
5
8
8
0
0
0
0
0
0
0
0
141
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13. ECONOMIC DEVELOPMENT
13.2. Introduction
Local Economic Development is de?ned by the World Bank as an opportunity offered to local government, the
private sector, the not-for-pro?t sectors and the local community to work together to improve the local economy.
Having said that one can not under-estimate the serious threats that are posed by the global economic meltdown
against our fundamental values and principles in pursuing a better life for all citizens. Hence many gains are
attributed to our sound economic system, one cannot shy away from these critical factors that are mitigating against
our gains, the growing scarges of poverty among our citizens, unprecedent levels of unemployment and shattered
levels of economic growth. These three factors if not understood and collectively attended to by government and
private sector are likely to distort our gains where lives were sacri?ced for peace, freedom and democracy. South
Africa as one of the global players and the leader in the African Continent can not escape the economic recession , it
then calls upon South Africans, brothers and sisters in the Continent to go back to the basics and tighten our belts.
13.3. Background
13.3.1. The implications of global economic integration have changed the role of cities worldwide. Cities are now
critical role players in the global economy. They are central units in which the national and international
GDPs are dependent. For instance, the City of Choice and its fellow members in the SACN collectively
account for +/- 80 % of the GDP of the Republic of South Africa. As a result, the developmental agenda of
government at local level has also meant tying community development together with business development
to overcome distorted spatial economies in cities. A need to focus more on skills and human resource
development for economic growth has emerged. Economic growth and poverty eradication have become the
central organizing themes of our IDP, budgets and business plans.
13.3.2. The municipality boasts many comparative advantages for economic development of communities and
business. As the capital of KZN, the city boasts a viable infrastructure necessary for the needs of a diverse
range of stakeholders, from government to big business to small enterprises. The proximity of the city
to both port, rail and road infrastructure, has made it, in the past 10 years and rising in the last ?ve, a
destination of choice for many investors, and already much interest has been shown in the city by foreign
and local investors, some of whom have moved operations to the city not only due to our business drives,
but more so for the unique mix of business and quality of life evident in all the parts of the city.
13.3.3. The strategic objectives of the city have been in alignment with the IDP and have also met with the approval
of the business community, which has a partnership stretching beyond operational issues, but also includes
strategic partnerships such as the ?rst amalgamated chamber of business to be formed, further entrenching
the cohesive relationship business has with us.
13.3.4. The city has also developed a spatial understanding of the economy which is essential because we cannot
perpetuate apartheid Spacial Planning as we need to deal with the real issues facing our economy not only
as a city but as a country and province. Due to apartheid planning, market led approaches to business
development was rife, and did not make provision for community development, leaving many people outside
the boundaries and realm of economic activity and development. This trend has led to jobless growth and
widened inequality in the city. The identi?cation of land, in accordance with the municipality’s IDP and
Land Use Management Plan, has been achieved, and a CBD extension node achieved.
13.3.5. The development of the Msunduzi Local Economic Development strategy would need to take into account
the Accelerated Shared Growth Initiative of South Africa (ASGISA) imperatives and ensure the alignment
and coordination thereof, with the Provincial Growth and Development Strategy (PGDS)
13.3.6. Signs of the rise in con?dence in the city were noted with the ?rst successful investment conference in 2000,
followed by another in 2003 which ushered in such ?agship developments as the Waterfront Development,
multi-million rand development in one of the municipality’s prime areas of development; the Duzi River
with its annual international events and panoramic views of the city, the Liberty Midlands Mall and inner
city rejuvenation. As Capital of the province, business con?dence has more than been cemented by the
movement of the legislature from Ulundi, and a Capital Coalition has been formed to further enhance the
role of the city as capital of the province.
142
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.3.7. Our efforts at attracting listed and export oriented companies into the municipality have also been equally
successful, and have earned the municipality the enviable reputation of being a “can-do municipality” with
our proactive stance towards development. The development of the Liberty Midlands Mall, the relocation
of Alltube, a major exporter of aluminium radiator tubing to countries such as China and Europe for the
automotive industry to the city and Plexicor, a UK-funded bathware operation and many other businesses
to the city have all been proof of our ability to “seal the deal”. These have contributed signi?cantly to the
rates base, thereby further improving the city’s ?nances.
13.3.8. Our investment friendly incentive packages rank among the best in the country and are competitive
internationally as well among many third generation municipalities. Since August 2001, the concession of
more than 40 new investments, and a similar number of expansions, have resulted in the creation of more
than 7000 new jobs.
13.4. Economic Review
The quarterly analysis of the city’s economy, which has been undertaken since 2003, indicates that economic activity
continues to increase at a rapid pace, with the increase for 2006 being 26%. Business con?dence remains high, and
at the end of 2006 stands at 83, mirroring the ?gure for the country as a whole. In summary, business is saying that
present business/trading conditions are good, sales are expected to be better, and they are expecting to expand their
businesses and to employ more people. The recent development in economic downturn has painted a bleak future for
most cities and the Msunduzi Municipality has been approached by companies that are ?nding dif?culty to operate
under these trying conditions, through engagements with those companies, various strategies and approaches will
be explored particular for those companies dependent on foreign export to begin to explore products required by
domestic markets. Having the former Minister of Finance said that South Africa will not pay out bailout to ailing
companies then the Municipality will follow the same position and further more, the MFMA rules against that.
Hopefully the Department of Trade and Industry will be invited to provide guidance in this regard.
The city’s economy continues to be consumer driven, with the real estate and business services sectors, and
the wholesale and retail sectors having the most number of businesses. However, in terms of total turnover, the
manufacturing sector is dominant contributing more than 35% of total turnover.
KEY SECTORS
% OF TOTAL
NUMBER OF
BUSINESSES
% OF TOTAL
TURNOVER
Real Estate and Business Services 73,5 15,6
Wholesale and Retail 7,1 23,5
Social and Personal Services 4,2 1,8
Catering and Accommodation 3,6 3,1
Construction 3,6 1,2
Farming, agriculture, forestry 3,3 10,3
Manufacturing 2,5 35,1
SECTOR DISTRIBUTION OF THE ECONOMY
KEY SECTORS % OF ECONOMY
Consumer sales and other services 54
Manufacturing 16
Retail 13
Training 8
Hospitality and tourism 6
Professional and ?nancial services 2
Other trade 1
143
Msunduzi Municipality Integrated Development Plan 2011 – 2016
KEY MANUFACTURING SUB-SECTORS
SUB-SECTOR %
Food and Beverages 15,3
Metals products, machinery and equipment 12,4
Paper, publishing and printing 10,7
Petroleum, chemicals, rubber and plastics 10,0
Motor vehicle parts, accessories, bodies, trailers 8,2
Wood and Furniture 7,2
One of the key factors in the growth of the city’s economy has been the elevation of the city to provincial capital
status. This has resulted in the structured move of government departments from eThekwini (Durban) to Msunduzi
(Pietermaritzburg) which has seen a signi?cant increase in the number of government of?cials, and the concomitant
demands of people for accommodation, consumer goods and other services.
13.5. Strategic Goals
The following strategic goals form the basis of the current economic development strategy for the city:
• Development of all appropriate sectors of the local economy
• Development and retention of all businesses, formal and informal
• Reducing poverty and creating sustainable communities (halve poverty by 2014)
• Creation of jobs (halve unemployment by 2014)
• Skills development for the local economy
• Promotion of investment and development in the manufacturing sector
• Accessing funding for local economic development
13.6. Strategies
13.6.1 Establishment of an Economic Development Business Unit
The current structure is under review in line with the review of the municipality’s organisational review
process. The revised unit must be staffed quickly with the relevant skilled personnel.
13.6.2. Promotion of the retention and expansion of local businesses
Formulation of a dedicated visitation programme for local businesses, across the various sectors, promoting
dialogue between businesses and the municipality, providing a platform for airing grievances and resolving
problems; making the resources of the municipality’s Investment Facilitation Team and the council’s
investment incentives available to local businesses.
13.6.3. Establishment of a socio-economic data base
Utilisation of the UKZN Business School, as well as the District Municipality for the collection and analysis
of data which will be utilised for pro?ling and understanding the Pietermaritzburg economy, and to generally
inform the work of the business unit.
13.6.3. To promote and attract inward investment
Work closely with Trade and Investment KZN, the provincial trade and investment agency, to showcase the
city as an investment destination; continually review the city’s business investment incentives so that they
are attractive to investors; provide an ef?cient one-stop-service through the Investment Facilitation Team for
investors; work closely with the other business units to ensure that the city is seen as a well-managed, well-
serviced city which is good for business; develop and distribute appropriate marketing material.
144
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.6.4. Promotion of key sectors within the city’s economy
In addition to the footwear and leather, wood and furniture, aluminium, tourism and auto-components
sectors, establish other key sectors through interaction with the relevant stakeholders; develop learnerships
through FET, DIT and business skills agencies for the development of skills for the key sectors; develop
special incentives for the key sectors; develop a strategy for the participation of emerging entrepreneurs in
these sectors.
13.6.5. To promote, co-ordinate and maximise economic development from events taking place within the city
Develop a strategy with the organisers of events like the Comrades Marathon, Duzi Marathon, Midmar Mile,
Art in the Park, Royal Agricultural Show, etc. to maximise bene?ts for the city.
13.6.6. To facilitate a co-ordinated approach to tourism promotion
Develop a tourism development plan for the city; establish the role that Pietermaritzburg Tourism, and other
community tourism agencies will play in the implementation of the plan; develop a strategy that will obtain
maximum bene?t for tourism service providers.
13.6.7. To make land available for development
Aggressively market available industrial and commercial land; use the land audit to identify and prepare
more land for industrial development; develop a metropolitan planning initiative that will, in addition to
providing more land for development, integrate the entire metropolitan region and attempt to undo previous
apartheid planning
13.6.8. To promote Black economic empowerment and entrepreneurial development
Work closely with the Provincial Government, FET and DIT colleges, and the School of business to develop
programmes for entrepreneurial development; utilise inward investments for promoting joint ventures
with emerging entrepreneurs; provide a one-stop-service for ?rst time entrepreneurs; develop community
based projects; promote and co-ordinate the activities of agencies promoting SMME’s; access Provincial
Government funds for the establishment of cooperatives and for SMME support and development.
13.6.9. To manage and develop informal traders
Develop an informal and street trading management plan; establish a forum for the participation of various
stake-holders, including the formal sector; develop a programme for the progression of informal traders into
the formal sector.
13.6.10. Establish an economic stake-holders coalition
Develop a new, comprehensive metropolitan economic development strategy, formulated and implemented
by a coalition of economic stakeholders, including the city, private sector, tertiary sector as well as the non-
governmental sector, such that a common vision, strategy and plan emerges, and is widely supported.
13.7. Local Economic Development
In developing the City’s economy, some serious considerations and alignment must be addressed in executing our
strategies above. Some of the areas that would feature prominently are as following:
145
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.8. Provincial Growth and Development Strategy, National Spatial Development Perspective and
Provincial Spatial Plan
The Accelerated and Shared Growth Initiative of South Africa (ASGISA) is the South Africa’s overriding economic
development strategy which is under the stewardship of the Deputy President of South Africa that seeks to reduce
unemployment to be below 15% and halve the poverty rate to less than one-sixth of households. ASGISA proposes
an annual growth rate of 4,4% or higher between 2005 and 2009 and an average growth rate of at least 6% of Gross
Domestic Product (GDP) between 2010 and 2014. There are obvious limitations and constrains as pointed out
by ASGISA. Nevertheless, these constraints as expounded in the ASGISA are unlocked by various interventions
categorized in the following Key Performance Areas:
• Infrastructure programs
• Sector investment strategies
• Skills and education initiatives
• Second economy interventions
• Macro-economic issues
• Public administration issues – governance
In redeveloping and re?ning the LED and ?nalizing the City Development Strategy, the alignment with ASGISA
must be attained. The PGDS and NSDP are framework for future economic development, reference points for three
spheres of government in terms of analyzing and debating the comparative development potentials, providing key
areas of tension and /or priority in achieving positive spatial outcomes with government infrastructure investment
and development spending and provide a national government strategic response to development.
Then, part of understanding our strategic focus along the PGDS and NSDP, the following questions are critical to
ask in order to ?nd possible interventions as Municipality:
• Where should government/municipality direct its investment and development initiatives
• What kind of spatial forms and arrangements to realize our overall objective as a country of a democratic
nation, social and economic inclusion
• Can the government as a whole capitalize on complementarities and facilitate consistent decision making
• Move beyond mere focusing on integration and coordination procedures to establishing processes and
mechanisms that would lead to strategic co-ordination, interaction and alignment.
The Provincial Spatial Plan provides solutions to the questions above. Clear nodal points and corridors are identi?ed
and speci?c priorities for the Province are de?ned. This plan guides all departmental budgeting patterns in order to
make feasible impact on service delivery. Any re?nement of our Spatial Development Framework has to talk to and
align with the Provincial priorities. The Provincial priorities are re?ected as following:
• Strengthen governance and service delivery
• Sustainable economic development and job creation
• Integrating investments in community infrastructure
• Developing human capability
• Developing a comprehensive response to HIV and AIDS
• Fighting poverty and protecting vulnerable groups in society.
13.9. Some Critical projects to ponder on:
13.9.1. Freedom Square Development Project
Beside good thoughts that went through in developing the quality of the inner city as well as jobs that were
created in developing this project, in anticipation, some serious thoughts must factor in terms of transportation
networks around this project.
146
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.9.2. Airport and Market Viability
The airport and Municipal Market have been identi?ed by the Municipal Infrastructure investment Unit as
viable sources of revenue which should receive priority in the municipality for Private Public Partnerships.
Public partnerships can create the opportunity to get the basics right through shared skills, resources and
efforts, and also extract returns for taxpayers in the form of greater value for money, ef?ciency and meeting
developmental objectives. The partnerships created will also aid in the turnaround of the entities, and thereby
increase turnover and skills transfer.
13.9.3. Practice of Local Economic Development
The practice of local economic development can be undertaken at different geographic scales. A local
government pursues LED strategies for the bene?t of its jurisdiction, and individual communities and
areas within a local government’s jurisdiction can also pursue LED strategies to improve their economic
competitiveness. Such approaches are most successful if pursued in partnership with local government
strategies.
13.10. LED
LED it is thus about communities continually improving their investment climate and business enabling
environment to enhance their competitiveness, retain jobs and improve incomes. Local communities respond to
their LED needs in many ways, and a variety of approaches can be taken that include:
• Ensuring that the local investment climate is functional for local businesses;
• Supporting small and medium sized enterprises;
• Encouraging the formation of new enterprises;
• Attracting external investment (nationally and internationally);
• Investing in physical (hard) infrastructure;
• Investing in soft infrastructure (educational and workforce development, institutional support systems and
regulatory issues);
• Supporting the growth of particular clusters of businesses;
• Targeting particular parts of the city for regeneration or growth (areas based initiatives);
• Supporting informal and newly emerging businesses;
• Targeting certain disadvantaged groups
13.11. Msunduzi Municipality Tourism Development Plan
This plan was developed in 2004 in a consultative workshop represented by the following stakeholders:
Black Economic Empowerment, Community Tourism Organization, Department of Environmental Affairs and
Tourism, Department of Economic Development and Tourism (KZN), District Municipality, Executive Committee,
Gross Domestic Product, Haley Sharpe Southern Africa, IDP Team, KwaZulu Natal Government, KwaZulu
Natal Authority, Local Economic Development, Living Standards Measure, Midlands Meander Association,
Pietermaritzburg Tourism, Pietermaritzburg Chamber of Business, Quality of Life, Regional Tourism Organization
of Southern Africa, Strategic Environmental Assessment Small, Medium and Micro Enterprise, Tourism Business
Council, Tourism KwaZulu-Natal, Visiting Friends and Relatives, Wild and Environmental Society of South Africa,
World Travel and Tourism Council, World Tourism Council, World Fund Nature.
A vision was agreed to and mission, goals were developed during the consultation process but unfortunately
this plan did not take off the ground in its totality because there was not an implementation agent to oversee the
implementation of those agreed strategies and projects. The Municipality agreed to set an entity guided by section
78 of the System Act. Concurrently the Pietermaritzburg was tasked by the Municipality to do Tourism marketing
and Information provision whilst the Msunduzi Tourism was tasked to explore the township tourism and BEE
programs.
In view of the municipal ?nancial situation during the course of 2009/2010 ?nancial year, the review for 2010/2011
according to the template below informed by the Msunduzi Turnaround Strategy
147
Msunduzi Municipality Integrated Development Plan 2011 – 2016
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
A
N
D
P
L
A
N
N
I
N
G
P
l
a
n
4
:
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
a
n
d
J
o
b
C
r
e
a
t
i
o
n
C
i
t
y
G
o
a
l
/
s
:
A
v
i
b
r
a
n
t
e
c
o
n
o
m
i
c
c
e
n
t
r
e
,
a
t
t
a
c
t
i
n
g
i
n
v
e
s
t
m
e
n
t
,
s
u
p
p
o
r
t
i
n
g
b
u
s
i
n
e
s
s
d
e
v
e
l
o
p
m
e
n
t
a
n
d
c
r
e
a
t
i
n
g
j
o
b
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
4
.
D
e
c
e
n
t
e
m
p
l
o
y
m
e
n
t
t
h
r
o
u
g
h
i
n
c
l
u
s
i
v
e
e
c
o
n
o
m
i
c
g
r
o
w
t
h
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
4
]
-
C
r
e
a
t
e
a
n
e
n
a
b
l
i
n
g
e
n
v
i
r
o
n
m
e
n
t
f
o
r
i
n
v
e
s
t
m
e
n
t
b
y
s
t
r
e
a
m
l
i
n
i
n
g
p
l
a
n
n
i
n
g
a
p
p
l
i
c
a
t
i
o
n
p
r
o
c
e
s
s
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
4
]
-
1
.
F
a
s
t
e
r
a
n
d
s
u
s
t
a
i
n
a
b
l
e
i
n
c
l
u
s
i
v
e
g
r
o
w
t
h
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
4
]
-
I
n
d
u
s
t
r
i
a
l
s
e
c
t
o
r
s
t
r
a
t
e
g
i
e
s
–
a
u
t
o
m
o
t
i
v
e
i
n
d
u
s
t
r
y
;
c
l
o
t
h
i
n
g
a
n
d
t
e
x
t
i
l
e
s
S
e
c
t
o
r
P
l
a
n
:
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
J
o
b
c
r
e
a
t
i
o
n
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
-
t
i
e
s
C
W
P
a
n
d
E
P
W
P
1
p
r
o
j
e
c
t
s
c
o
m
p
l
e
t
e
d
N
u
m
b
e
r
o
f
j
o
b
s
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
t
i
e
s
c
r
e
a
t
e
d
t
h
r
o
u
g
h
s
p
e
c
i
a
l
p
r
o
g
r
a
m
m
e
s
J
o
b
s
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
t
i
e
s
E
D
P
3
4
1
0
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
O
p
e
r
a
t
-
i
n
g
c
o
s
t
s
-
c
o
u
n
c
i
l
;
c
o
-
f
u
n
d
e
d
b
y
P
u
b
l
i
c
W
o
r
k
s
a
n
d
C
o
g
t
a
A
l
l
w
a
r
d
s
L
o
c
a
l
e
c
o
n
o
m
i
c
d
e
-
v
e
l
o
p
m
e
n
t
s
t
r
a
t
e
g
y
P
o
o
r
s
t
r
a
t
e
g
y
P
r
e
p
a
r
e
l
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
f
o
r
a
p
p
r
o
v
a
l
U
p
d
a
t
e
d
s
t
r
a
t
e
g
y
E
D
P
3
4
2
0
3
0
,
0
0
0
4
0
,
0
0
0
5
0
,
0
0
0
6
0
,
0
0
0
C
n
l
S
a
l
e
o
f
c
o
m
m
e
r
c
i
a
l
a
n
d
i
n
d
u
s
t
r
i
a
l
l
a
n
d
f
o
r
d
e
v
e
l
o
p
m
e
n
t
2
c
o
m
m
e
r
c
i
a
l
p
r
o
p
-
e
r
t
i
e
s
s
o
l
d
,
a
n
d
n
o
i
n
d
u
s
t
r
i
a
l
s
i
t
e
s
F
a
c
i
l
i
t
a
t
e
t
h
e
s
a
l
e
o
f
5
i
n
d
u
s
-
t
r
i
a
l
s
i
t
e
s
p
e
r
a
n
n
u
m
R
e
v
e
n
u
e
f
r
o
m
s
a
l
e
s
,
n
e
w
j
o
b
s
c
r
e
a
t
e
d
E
D
P
3
4
3
0
1
0
0
,
0
0
0
1
1
0
,
0
0
0
1
2
0
,
0
0
0
1
3
0
,
0
0
0
C
n
l
A
l
l
w
a
r
d
s
N
e
w
i
n
d
u
s
t
r
i
a
l
p
a
r
k
B
u
s
i
n
e
s
s
p
l
a
n
c
u
r
-
r
e
n
t
l
y
b
e
i
n
g
d
o
n
e
B
u
s
i
n
e
s
s
p
l
a
n
c
o
m
p
l
e
t
e
d
a
n
d
a
p
p
r
o
v
e
d
b
y
c
o
u
n
c
i
l
b
y
D
e
c
e
m
b
e
r
2
0
1
0
I
n
s
t
a
l
l
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
E
D
P
3
4
4
0
4
,
0
0
0
,
0
0
0
0
0
0
c
n
l
S
a
t
e
l
l
i
t
e
m
a
r
k
e
t
B
u
s
i
n
e
s
s
p
l
a
n
c
u
r
-
r
e
n
t
l
y
b
e
i
n
g
d
o
n
e
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
c
u
r
r
e
n
t
s
t
r
u
c
t
u
r
e
s
R
e
v
a
m
p
e
d
s
a
t
e
l
-
l
i
t
e
m
a
r
k
e
t
s
E
D
P
3
4
5
2
,
0
0
0
,
0
0
0
0
0
0
0
D
E
D
T
I
m
p
l
e
m
e
n
t
t
h
e
B
R
&
E
p
r
o
g
r
a
m
m
e
S
e
l
e
c
t
e
d
v
i
s
i
t
a
t
i
o
n
p
r
o
g
r
a
m
m
e
w
i
t
h
M
a
y
o
r
a
n
d
P
C
B
P
r
e
p
a
r
e
f
o
c
u
s
s
e
d
v
i
s
i
t
a
t
i
o
n
p
r
o
g
r
a
m
m
e
a
n
d
i
m
p
l
e
m
e
n
t
V
i
s
i
t
a
t
i
o
n
p
r
o
-
g
r
a
m
m
e
,
b
u
s
i
n
e
s
s
s
u
p
p
o
r
t
E
D
P
3
4
6
0
4
0
,
0
0
0
4
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
c
n
l
M
a
r
k
e
t
i
n
g
b
r
o
-
c
h
u
r
e
a
n
d
a
d
v
e
r
t
s
4
a
d
v
e
r
t
s
p
l
a
c
e
d
,
n
o
m
a
r
k
e
t
i
n
g
b
r
o
c
h
u
r
e
F
a
c
i
l
i
t
a
t
e
t
h
e
d
e
v
e
l
o
p
m
e
n
t
o
f
a
b
r
o
c
h
u
r
e
,
a
n
d
a
m
u
n
i
c
i
-
p
a
l
a
d
v
e
r
t
i
s
e
m
e
n
t
M
a
r
k
e
t
i
n
g
b
r
o
-
c
h
u
r
e
a
n
d
a
d
v
e
r
t
E
D
P
3
4
7
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
c
n
l
S
M
M
E
t
r
a
d
e
f
a
i
r
N
o
m
a
r
k
e
t
a
s
s
i
s
-
t
a
n
c
e
f
o
r
S
M
M
E
s
O
r
g
a
n
i
z
e
a
t
r
a
d
e
f
a
i
r
/
e
x
h
i
b
i
-
t
i
o
n
f
o
r
l
o
c
a
l
S
M
M
E
s
S
M
M
E
t
r
a
d
e
f
a
i
r
E
D
P
3
4
8
0
3
0
0
,
0
0
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
c
n
l
I
n
f
o
r
m
a
l
e
c
o
n
o
m
y
f
o
r
u
m
N
o
i
n
f
o
r
m
a
l
f
o
r
u
m
E
s
t
a
b
l
i
s
h
a
n
i
n
f
o
r
m
a
l
e
c
o
n
o
m
y
f
o
r
u
m
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
f
o
r
u
m
E
D
P
3
4
9
0
0
0
0
0
c
n
l
M
a
n
a
g
e
m
e
n
t
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
P
o
o
r
d
a
t
a
b
a
s
e
o
f
t
r
a
d
e
r
s
C
r
e
a
t
e
&
m
a
i
n
t
a
i
n
a
d
a
t
a
-
b
a
s
e
o
f
i
n
f
o
r
m
a
l
t
r
a
d
e
r
s
&
r
e
p
o
r
t
U
p
d
a
t
e
d
d
a
t
a
b
a
s
e
E
D
P
3
5
0
0
0
0
0
0
T
r
a
i
n
i
n
g
p
r
o
-
g
r
a
m
m
e
s
f
o
r
i
n
f
o
r
m
a
l
t
r
a
d
e
P
r
o
g
r
a
m
m
e
s
d
o
n
e
o
n
a
n
a
d
h
o
c
b
a
s
i
s
D
e
v
e
l
o
p
m
e
n
t
&
i
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
s
t
r
a
t
e
g
i
c
i
n
t
e
r
v
e
n
-
t
i
o
n
p
r
o
g
r
a
m
m
e
s
F
o
c
u
s
s
e
d
t
r
a
i
n
i
n
g
w
o
r
k
s
h
o
p
s
E
D
P
3
5
1
0
2
0
,
0
0
0
2
5
,
0
0
0
3
0
,
0
0
0
4
0
,
0
0
0
c
n
l
A
l
l
o
c
a
t
i
o
n
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
s
i
t
e
s
A
d
h
o
c
a
l
l
o
c
a
t
i
o
n
a
n
d
d
e
m
a
r
c
a
t
i
o
n
o
f
s
i
t
e
s
I
d
e
n
t
i
?
c
a
t
i
o
n
o
f
n
e
w
s
i
t
e
s
,
d
e
m
a
r
c
a
t
i
o
n
a
n
d
a
l
l
o
c
a
t
i
o
n
N
e
w
s
i
t
e
s
a
l
l
o
-
c
a
t
e
d
t
o
t
r
a
d
e
r
s
E
D
P
3
5
2
0
6
0
,
0
0
0
6
0
,
0
0
0
7
0
,
0
0
0
7
0
,
0
0
0
c
n
l
S
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
I
n
s
u
f
?
c
i
e
n
t
s
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
P
r
o
v
i
s
i
o
n
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
i
n
t
a
x
i
r
a
n
k
s
a
n
d
s
t
r
e
e
t
s
N
e
w
s
t
r
e
e
t
t
r
a
d
-
i
n
g
f
a
c
i
l
i
t
i
e
s
E
D
P
3
5
3
5
0
0
,
0
0
0
0
0
0
0
M
I
G
148
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
T
r
a
d
i
n
g
s
i
g
n
a
g
e
P
o
o
r
s
i
g
n
a
g
e
E
r
e
c
t
i
o
n
o
f
n
o
t
r
a
d
i
n
g
s
i
g
n
a
g
e
P
r
o
p
e
r
l
y
m
a
r
k
e
d
n
o
t
r
a
d
i
n
g
a
r
e
a
s
E
D
P
3
5
4
2
6
0
,
0
0
0
0
0
0
0
M
I
G
I
D
P
r
e
v
i
e
w
A
p
p
r
o
v
e
d
I
D
P
F
i
n
a
l
i
z
e
r
e
v
i
e
w
o
f
I
D
P
f
o
r
2
0
1
1
/
2
0
1
2
R
e
v
i
s
e
d
d
r
a
f
t
I
D
P
E
D
P
3
5
5
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
c
n
l
A
r
r
a
n
g
e
c
o
n
s
u
l
t
a
t
i
v
e
m
e
e
t
-
i
n
g
s
w
i
t
h
s
t
a
k
e
h
o
l
d
e
r
s
I
n
p
u
t
f
r
o
m
s
t
a
k
e
-
h
o
l
d
e
r
s
E
D
P
3
5
6
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
c
n
l
P
u
b
l
i
c
a
t
i
o
n
a
n
d
P
r
i
n
t
i
n
g
P
u
b
l
i
c
n
o
t
i
c
e
s
a
n
d
A
d
v
e
r
t
s
E
D
P
3
5
7
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
c
n
l
D
e
s
i
g
n
a
n
d
P
r
i
n
t
I
D
P
D
o
c
u
m
e
n
t
a
n
d
B
o
o
k
l
e
t
s
E
D
P
3
5
8
1
5
0
,
0
0
0
0
0
0
0
c
n
l
C
i
t
y
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
N
o
l
o
n
g
t
e
r
m
c
i
t
y
v
i
s
i
o
n
a
n
d
p
l
a
n
s
F
a
c
i
l
i
t
a
t
e
t
h
e
d
e
v
e
l
o
o
p
m
e
n
t
o
f
a
2
5
y
e
a
r
C
i
t
y
D
e
v
e
l
o
p
-
m
e
n
t
S
t
r
a
t
e
g
y
C
i
t
y
D
e
v
e
l
o
p
m
e
n
t
s
t
r
a
t
e
g
y
E
D
P
3
5
9
0
0
0
0
0
c
n
l
T
o
w
n
s
h
i
p
R
e
g
e
n
-
e
r
a
t
i
o
n
S
t
r
a
t
e
g
y
c
u
r
r
e
n
t
y
b
e
i
n
g
c
o
m
p
l
e
t
e
d
F
o
r
m
u
l
a
t
i
o
n
o
f
d
e
t
a
i
l
e
d
p
r
o
j
e
c
t
p
l
a
n
s
C
o
m
p
l
e
t
e
d
p
r
o
j
e
c
t
p
l
a
n
s
E
D
P
3
8
0
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
0
0
N
D
P
G
1
9
&
1
6
S
o
b
a
n
t
u
s
h
o
p
p
i
n
g
f
a
c
i
l
i
t
y
M
a
n
a
g
e
m
e
n
t
o
p
t
i
o
n
s
b
e
i
n
g
e
x
p
l
o
r
e
d
T
o
r
e
n
o
v
a
t
e
a
n
d
r
e
h
a
b
i
l
i
a
t
e
t
h
e
c
u
r
r
e
n
t
f
a
c
i
l
i
t
y
B
u
s
i
n
e
s
s
p
l
a
n
f
o
r
n
e
w
f
a
c
i
l
i
t
y
E
D
P
3
8
1
0
0
0
0
0
C
n
l
3
5
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
T
e
n
d
e
r
p
r
o
c
e
s
s
u
n
d
e
r
w
a
y
T
o
p
r
o
m
o
t
e
t
o
u
r
i
s
m
o
p
-
p
o
r
t
u
n
i
t
i
e
s
N
e
w
t
o
u
r
i
s
m
f
a
c
i
l
i
t
y
E
D
P
3
8
2
2
1
,
8
0
0
,
0
0
0
0
0
0
0
R
2
1
,
8
m
C
O
G
T
A
,
R
3
,
5
C
N
L
A
l
l
w
a
r
d
s
C
o
u
n
t
e
r
f
u
n
d
i
n
g
r
e
q
u
i
r
e
d
o
n
g
r
a
n
t
o
f
2
1
,
8
m
i
l
l
i
o
n
E
D
P
3
8
3
3
,
5
0
0
,
0
0
0
0
0
0
0
F
r
e
e
d
o
m
S
q
u
a
r
e
p
i
a
z
z
a
a
n
d
p
a
r
k
i
n
g
P
h
a
s
e
3
o
f
F
r
e
e
d
o
m
S
q
u
a
r
e
c
u
r
r
e
n
t
l
y
u
n
d
e
r
w
a
y
T
o
c
r
e
a
t
e
a
n
a
c
c
e
s
s
i
b
l
e
p
u
b
l
i
c
s
q
u
a
r
e
f
o
r
l
o
c
a
l
s
a
n
d
t
o
u
r
i
s
t
s
F
u
l
l
y
g
r
a
s
s
e
d
p
u
b
l
i
c
s
q
u
a
r
e
w
i
t
h
p
i
a
z
z
a
a
n
d
u
n
d
e
r
g
r
o
u
n
d
p
a
r
k
i
n
g
E
D
P
3
8
4
0
6
0
0
,
0
0
0
0
0
0
c
n
l
A
l
l
w
a
r
d
s
T
e
c
h
n
o
l
o
g
y
h
u
b
a
n
d
i
n
n
o
v
a
t
i
o
n
c
e
n
t
r
e
N
o
e
x
i
s
i
t
i
n
g
f
a
c
i
l
i
t
y
T
o
e
s
t
a
b
l
i
s
h
a
n
i
n
n
o
v
a
t
i
o
n
c
e
n
t
r
e
f
o
r
e
n
t
r
e
p
r
e
n
e
u
r
s
A
b
u
s
i
n
e
s
s
p
l
a
n
t
o
e
s
t
a
b
l
i
s
h
t
h
e
c
e
n
t
r
e
E
D
P
3
8
5
0
0
0
0
0
c
n
l
D
C
O
M
a
t
i
w
a
n
e
T
u
n
n
e
l
F
a
r
m
P
r
o
j
e
c
t
T
o
e
r
e
c
t
1
0
a
g
r
i
c
u
l
t
u
r
a
l
t
u
n
n
e
l
f
a
r
m
s
a
n
d
p
r
o
v
i
d
e
o
p
e
r
a
t
i
o
n
a
l
a
n
d
m
a
n
a
g
e
m
e
n
t
s
u
p
p
o
r
t
E
D
P
3
8
6
3
,
5
0
0
,
0
0
0
0
0
0
0
D
E
D
T
1
4
B
u
s
i
n
e
s
s
i
n
c
e
n
t
i
v
e
s
p
r
o
g
r
a
m
m
e
P
o
l
i
c
y
c
u
r
r
e
n
t
l
y
b
e
i
n
g
r
e
v
i
e
w
e
d
T
o
r
e
v
i
e
w
t
h
e
c
u
r
r
e
n
t
p
o
l
i
c
y
i
n
t
e
r
m
s
o
f
n
e
w
l
e
g
i
s
l
a
t
i
o
n
a
n
d
s
t
a
t
e
o
f
e
c
o
n
o
m
y
A
r
e
v
i
s
e
d
p
o
l
i
c
y
a
n
d
d
e
d
i
c
a
t
e
d
p
r
o
g
r
a
m
m
e
t
o
s
u
p
p
o
r
t
b
u
s
i
n
e
s
s
E
D
P
3
8
7
0
3
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
C
n
l
-
d
e
v
e
l
o
p
-
m
e
n
t
f
u
n
d
I
C
T
H
u
b
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
y
a
n
d
b
u
s
i
n
e
s
s
p
l
a
n
c
o
m
p
l
e
t
e
d
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
t
h
e
I
C
T
H
u
b
O
p
e
r
a
t
i
o
n
a
l
I
C
T
h
u
b
E
D
P
3
8
8
0
1
5
0
,
0
0
0
1
6
0
,
0
0
0
1
7
0
,
0
0
0
1
8
0
,
0
0
0
c
n
l
-
o
p
,
D
E
D
T
T
O
T
A
L
4
5
,
6
7
0
,
0
0
0
1
1
,
7
0
0
,
0
0
0
1
0
,
2
3
5
,
0
0
0
1
3
,
3
9
0
,
0
0
0
1
5
,
4
3
0
,
0
0
0
149
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14. SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT
14.1 INTRODUCTION
The provision of infrastructure to enable better service delivery is a challenge that has been set as a key strategic
priority within the municipality. Whilst efforts since the adoption of the IDP in 2002 were concentrated on
enhancing the ?nancial status of the municipality, it was as well meant to reach those communities that since
restructuring have become part of our growing city. Serving a population of half a million people (523 470) placed
an increasing burden on the municipality to make meaningful impact on the lives of ordinary people. Set against the
backdrop of a government programme that wanted to see people receiving free basic services like water, sanitation,
electricity and better roads infrastructure, the programmes of the Msunduzi Municipality were tailored to meet the
needs of mostly rural areas that in the past were not part of the Municipality.
Since the amalgamation of different Transitional Local Councils (TLC’s) the combined structure saw a rise in the
needs of the people who needed services provision. There was a general inequality, inequity, lack and inadequate
service delivery particularly in rural areas. Where services existed they were fragmented or at a single centralised
place without reaching the periphery. To curb this, the Municipality saw a need to develop a proper land use plan to
provide a framework for service delivery.
The Municipality’s vision is that the above problems should be curtailed to provide adequate, equitable, appropriate
and sustainable service provision. To achieve this venture, the ?ve-year vision is to align our programmes in the
IDP with those of other tiers of government and developmental agencies.
150
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.2 HIERARCHY OF PLANNING DOCUMENTS
The Municipality has adopted the following hierarchy of strategic and service delivery plans:
INTEGRATED
INFRASTRUCTURE
INVESTMENT PLAN
IDP
ENERGY MASTER
PLAN
HOUSING
DELIVERY PLAN
COMPREHENSIVE
INTEGRATED
TRANSPORT PLAN
WSDP
BLDGS ASSET
MANAGEMENT
PLAN
HIGH VOLTAGE
NETWORK PLAN
ELECTRIFICATION
PLAN
MAINTENANCE
PLAN
ASSET
MANAGEMENT
PLAN
BULK WATER
MASTER PLAN
BULK
SANITATION
MASTER PLAN
MAINTENANCE
PLAN (WATER)
MAINTENANCE
PLAN
(SANITATION)
ASSET
MANAGEMENT
PLAN
PUBLIC
TRANSPORT
PLAN
MAJOR ROADS
PLAN
TRANSPORTATION
PLAN
NON-MOTORISED
NETWORK PLAN
ROAD ASSET
MANAGEMENT
PLAN
ROAD SAFETY
PLAN
14.2.1 Of the documents indicated above, the following plans are in existence:
• Infrastructure Investment Plan (2007 – 2012);
• Draft Water Services Development Plan (2008);
• Bulk Water Master Plan (2005);
• Bulk Sanitation Master Plan (2005);
• High Voltage Primary Network Refurbishment and Upgrading Plan;
• Electri?cation Plan;
151
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Housing Delivery Plan (2008);
• Maintenance Plan (Software Driven);
• Integrated Transport Plan (2002);
• Edendale Major Roads Plan (2005);
• Transportation Plan (Easing Congestion);
• Road Safety Plan (2007);
• Road Asset Management Plan; and
• Buildings Asset Management Plan.
14.2.1 The following plans are being developed:
• Water & Sanitation Asset Management Plan (60%);
• Electricity Asset Management Plan (60%);
• Comprehensive Integrated Transport Plan;
• Non-Motorised Network Plan; and
• Public Transport Plan.
14.3 INFRASTRUCTURE STRATEGY AND INVESTMENT PLAN (ISIP)
14.3.1 The Infrastructure Strategy and Investment Plan (ISIP) was developed in 2007 with a ?ve year horizon to
2012. The Plan seeks to provide a strategic direction in ensuring provision of sound, safe, environmentally
friendly and sustainable infrastructure services to all residents of Msunduzi Municipality. Fundamentally,
the plan seeks to contribute signi?cantly to the achievement of the Millennium goals and meet the national
deadlines for basic service delivery.
14.3.2 The ISIP highlights the staf?ng situation in the various Sub-Units responsible for infrastructure services
delivery:
SERVICE SUB-UNIT NO. OF POSTS NO OF EMPLOYEES VACANT POSTS
Transportation 63 28 35
Roads 707 221 486
Building Management 99 62 37
Water & Sanitation 388 269 119
Electricity 327 278 49
Housing 136 44 92
The above ?gures clearly indicate the inadequacy of the staf?ng levels in the service sub-units. In particular,
the shortage of competent engineers and technicians across the sub-units is a cause for concern.
14.3.3 Service Backlogs and Strategy
SERVICE BACKLOG DESCRIPTION
ESTIMATED
COST
STRATEGY KPI
Sanitation
21 325 VIP’s R85 m Clear in 3 years (2012) No. of VIP’s built
22 563 new sewer connections R512 m Clear backlog in 12 years (2022) No. of households
connected
20 km of sewer pipe renewal and upgrade R20 m Clear backlog in 3 years (by 2012) Kms of pipe laid
Eliminate 9 452 conservancy tanks R216 m Clear backlog in 13 years (by 2022) No. of tanks
Eradicate 6 480 midblocks in Sobantu,
Imbali & Ashdown
R60 m Clear backlog in 5 years (2014) No. of midblocks
eradicated
Construction of new treatment works (+
30 Ml/day)
R180 m Construct by 2016 Treatment plan
152
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SERVICE BACKLOG DESCRIPTION
ESTIMATED
COST
STRATEGY KPI
Water
Install water standpipes to 5704
households
R0,5 m Clear backlog by 2011/12 No. of households
bene?tting
22 498 households needing individual
connections
R91 m Clear backlog by 2013/14 No. of households
Renewal of 160 km of old waterpipes R100 m Clear backlog by 2011/12 No. of kms
Reduce unaccounted for water from 36%
to 20%
R125 m Clear backlog by 2014 %
Bulk infrastructure (reservoir pipes) R80 m Clear backlog by 2014 No.
Electricity
9 975 households to be electri?ed R22,5 m Clear backlog by 2014 No. of households
Refurbish, upgrade & replace 20
transformers (>15 MVA) & switchgear
R197 m Clear backlog by 2014 No. of transformers
Maintenance & reinforcement of
network
R113 m Clear backlog by 2014 Budget expenditure
Building one new substation in Hilton R40 m Construction to commence in 2010 No. of substations
Roads
Upgrading of 989 km of gravel/graded/
gravseal roads
R3 billion Clear backlog in 25 years (2030) Km of roads built
Construction footbridges, water
crossings/footpaths
R74 m Clear backlog by 2014 No. bridges/
footpaths
Major road extensions (130km) R536 m Clear backlog by 2022 Km of road
constructed
Road resurfacing R83 m Clear backlog by 2012 Km
Drainage & stormwater systems R48 m Clear backlog by 2014 Expenditure
Bus & taxi facilities R57 m Clear backlog by 2014 No. of facilities
Buildings
Maintain Council buildings R20 m Clear backlog by 2012 Budget
Construct public & community facilities R95 m Clear backlog by 2017 Budget
Housing
16 000 low-income houses R720 m Clear backlog by 2014 No. of houses
5 000 social housing units R715 m Clear backlog by 2016 No. of houses
1 000 Bank Charter houses R150 m Clear backlog by 2016 No. of houses
2 000 serviced stands to be sold R100 m Clear backlog by 2014 No. of stands
Fleet
Management
737 vehicles to be replaced R300 m Clear backlog by 2014 No. of vehicles
14.4 ELECTRICITY
14.4.1 Backlogs
The backlogs are as indicated in the section above.
To a large extent, neither Council nor Eskom have large areas that can be electri?ed that do not have access
to electricity. Most backlogs are temporary backlogs in the sense that they are low-income houses with
electri?cation projects underway. However, there are also in?ll and informal settlements that are in need of
electricity grid connection.
The Municipality will investigate the possibility of providing grid electricity or alternative energy sources at
minimal cost to the informal settlements in undevelopable areas and in-?lls that do not have proper planning.
However, the downside of it is that with the current in?ux of illegal settlers, providing electricity can be
reviewed as encouraging the settlements thereby putting more pressure on to the Municipality’s ?nancial
resources. The Council needs to come up with a sustainable position on this matter noting that regularizing
the settlements takes long.
153
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The households without electricity service may therefore be due to:
• The households that have applied for electricity, either because they cannot afford the service or
they were missed somehow when marketing was done in the areas. These households are at liberty at
anytime to apply for service.
• The households may be in in?ll sites where households have only recently been developed, Eskom and
Council will provide services in these areas if it is practical to do so and funding is available.
• The development may not have been planned in accordance with town planning norms as explained
above. According to the current Council policy, no electricity service will be provided if the position
of roads and other services is known to obviate requests at future dates for electricity services to be
moved. As explained earlier the Council may consider reviewing this policy noting that regularizing
settlement in some of these areas is taking years and some people continue to live under unbearable
conditions.
14.4.2 Institutional Arrangement
The electricity business is a sub-unit within a business unit of the Municipality. A Section 78 Assessment was
done and Council resolved to ring-fence the Electricity Sub-Unit and form a Municipal Entity in preparation
for the REDS formation. The electricity service within Council’s current licensed area of supply operates as
a trading service and is required to prepare a balanced budget, income statement, balance sheet and cash?ow
statement. The business has been making modesty pro?t over the years.
14.4.3 Human Resource Capacity
Pietermaritzburg Electricity has a critical shortage of skilled management and technical expertise. The Sub-
Unit requires 9 x engineers, 12 x technologists/technicians and 14 x electricians to be able to operate at
optimal level. The electri?cation programme is funded by the DME and the Municipality funds the rest of
the capital and operating budget. Due to competing service delivery needs, the ?nancial resources provided
by the Municipality are inadequate to implement the desired programmes.
14.4.4 Financial Capacity
Electricity projects are funded mainly from two sources, ie. the Department of Mineral and Energy Affairs
and the Council budget. Due to competing needs Council resources, the funding that is being made available
to electricity projects on a yearly basis is inadequate. More ?nancial resources need to be mobilised to clear
the huge maintenance, refurbishment and electri?cation backlogs.
14.4.5 Service Levels and Alternatives
The Municipality con?rms to the National standards in providing electricity or energy to all residents.
Basic Service: 5-8 Amp for grid supply and/or non-grid supply
Intermediate: 20 Amp supply
Full: Amp supply
For non-grid supply, especially informal settlements, Pietermaritzburg Electricity is exploring ways of
providing alternative sources of energy.
14.4.6 Quality of Service
The service standards for the Electricity Business comply to NRS 047/48 to a large extent. A Service Charter
informed by NRS 046/47/48 was developed and provides a measure of performance. However, to the ageing
infrastructure, customers are experiencing more frequent outages due to equipment failure. More ?nancial
resources therefore need to be ploughed into electricity asset maintenance.
154
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.4.7 Service Providers
Eskom is licensed to supply electricity in the Greater Edendale and Vulindlela areas, while Pietermaritzburg
Electricity (Municipality) provides service in the remainder of the Msunduzi Municipality and certain areas
outside this area.
14.4.8 Electricity Infrastructure Development
The provision of electricity in Msunduzi area is demand driven. Developers or consumers apply for a
connection for a particular purpose and the Municipality’s obligation is to provide the required quality and
quantity of electricity. Other capital expenditure projects are driven by the increased demand for electricity
and/or the need to maintain the electricity assets to ensure quality and reliability of supply.
The demand triggers the need to plan for additional capacity and/or location and extent of the electricity
network distribution. Eskom is the sole bulk supplier of electricity to the Council and hence there is
mandatory need for co-ordinated planning between the two entities.
14.4.9 Sources of Energy
The Municipality provides grid electricity only. A feasibility study for demand side management that seeks
to minimize the usage and wastage of electricity energy is underway. It will also explore the possibility of
providing alternative sources of energy in its area of jurisdiction especially in areas without grid network.
14.4.10 Planning of Infrastructure Development
To ensure the electricity service is able to provide a reliable, quality, timeous and ?nancially sustainable
service to communities.
It is important to know:
• The number and type of customers;
• Present demand;
• Projected increase in demand for electricity;
• Demand patterns and
• Location and timing of proposed new housing, commercial and industrial developments.
The spatial development framework (SDF) gives incite into the possible zoning and developmental pattern
of various settlements and establishments which ideally, should inform the capacity and extent of electricity
infrastructure development. However, the Municipality does not have an updated SDF and future demand
capacity requirements are estimated by applying the growth rate to the existing demand. This method of
forecasting is not adequate and safe; hence a spatial development framework is critical.
Since electricity development projects are demand driven, they cannot be easily grouped and identi?ed in the
IDP as would happen for other projects. Council is obliged in terms of the Electricity Act, 1987 as amended,
and its license to operate electricity undertaking that is issued by the National Electricity Regulator (NER) to
provide an electricity service to anyone who is in a position to pay for such a service.
Supply projects are identi?ed as the demand arises except for capacity enhancement projects which are
identi?ed in the Master Plans and this is done at least 10 years before the need arises.
14.4.11 Electri?cation
The majority of the electri?cation projects are linked to low income housing projects and new housing
developments. The electri?cation of low income houses is funded by the Department of Minerals and Energy.
A number of electri?cation project requests have been made from various stakeholders including the informal
settlements.
155
Msunduzi Municipality Integrated Development Plan 2011 – 2016
T
h
e
c
h
a
l
l
e
n
g
e
f
o
r
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
r
e
q
u
e
s
t
s
i
s
t
h
a
t
t
h
e
a
r
e
a
s
a
r
e
n
o
t
p
l
a
n
n
e
d
a
n
d
h
e
n
c
e
i
t
i
s
d
i
f
?
c
u
l
t
t
o
a
s
c
e
r
t
a
i
n
t
h
e
e
l
e
c
t
r
i
?
c
a
t
i
o
n
r
o
u
t
e
s
.
S
o
m
e
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
a
r
e
o
n
p
r
i
v
a
t
e
p
r
o
p
e
r
t
i
e
s
a
n
d
o
t
h
e
r
s
a
r
e
s
i
t
u
a
t
e
d
o
n
l
a
n
d
t
h
a
t
i
s
n
o
t
d
e
v
e
l
o
p
a
b
l
e
.
C
o
u
n
c
i
l
d
o
e
s
n
o
t
d
e
v
e
l
o
p
o
r
i
n
s
t
a
l
l
i
n
f
r
a
s
t
r
u
c
t
u
r
e
o
n
p
r
i
v
a
t
e
p
r
o
p
e
r
t
y
.
T
h
e
o
t
h
e
r
c
h
a
l
l
e
n
g
e
i
s
t
h
a
t
i
n
s
t
a
l
l
i
n
g
i
n
f
r
a
s
t
r
u
c
t
u
r
e
o
n
u
n
d
e
v
e
l
o
p
a
b
l
e
l
a
n
d
i
s
t
a
n
t
a
m
o
u
n
t
t
o
w
a
s
t
e
f
u
l
e
x
p
e
n
d
i
t
u
r
e
a
s
t
h
e
s
e
t
t
l
e
m
e
n
t
w
i
l
l
b
e
d
i
s
b
a
n
d
e
d
i
n
f
u
t
u
r
e
.
1
4
.
4
.
1
2
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
t
a
t
u
s
a
n
d
M
a
i
n
t
e
n
a
n
c
e
T
h
e
E
l
e
c
t
r
i
c
i
t
y
B
u
s
i
n
e
s
s
a
s
s
e
t
s
a
r
e
a
g
i
n
g
a
n
d
t
h
e
m
a
i
n
t
e
n
a
n
c
e
c
o
s
t
s
t
o
c
l
e
a
r
t
h
e
b
a
c
k
l
o
g
a
r
e
h
u
g
e
.
T
h
e
r
e
a
r
e
a
t
o
t
a
l
o
f
t
e
n
t
r
a
n
s
f
o
r
m
e
r
s
t
h
a
t
a
r
e
m
o
r
e
t
h
a
n
3
8
y
e
a
r
s
o
l
d
w
h
i
c
h
n
e
e
d
r
e
p
l
a
c
e
m
e
n
t
o
r
r
e
f
u
r
b
i
s
h
m
e
n
t
.
T
h
e
a
v
e
r
a
g
e
r
e
p
l
a
c
e
m
e
n
t
c
o
s
t
p
e
r
t
r
a
n
s
f
o
r
m
e
r
i
s
R
5
m
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
e
m
b
a
r
k
e
d
o
n
a
1
0
y
e
a
r
t
r
a
n
s
f
o
r
m
e
r
r
e
p
l
a
c
e
m
e
n
t
p
r
o
g
r
a
m
.
O
t
h
e
r
a
s
s
e
t
s
s
u
c
h
a
s
s
w
i
t
c
h
g
e
a
r
s
n
e
e
d
t
o
b
e
r
e
p
l
a
c
e
d
o
n
a
y
e
a
r
l
y
b
a
s
i
s
.
T
h
e
e
l
e
c
t
r
i
c
i
t
y
n
e
t
w
o
r
k
a
s
s
e
t
s
m
u
s
t
b
e
m
a
i
n
t
a
i
n
e
d
t
o
e
n
s
u
r
e
s
a
f
e
t
y
a
n
d
r
e
l
i
a
b
i
l
i
t
y
o
f
s
u
p
p
l
y
.
S
u
f
?
c
i
e
n
t
o
p
e
r
a
t
i
n
g
f
u
n
d
s
m
u
s
t
b
e
p
r
o
v
i
d
e
d
t
o
p
e
r
f
o
r
m
t
h
i
s
t
a
s
k
t
o
t
h
e
r
e
q
u
i
r
e
d
s
t
a
n
d
a
r
d
s
l
a
i
d
d
o
w
n
b
y
l
a
w
a
n
d
t
h
e
d
e
p
a
r
t
m
e
n
t
’
s
e
l
e
c
t
r
i
c
i
t
y
l
i
c
e
n
s
e
.
A
d
e
q
u
a
t
e
c
a
p
i
t
a
l
f
u
n
d
i
n
g
m
u
s
t
b
e
m
a
d
e
a
v
a
i
l
a
b
l
e
t
o
p
r
o
v
i
d
e
t
h
e
e
l
e
c
t
r
i
c
i
t
y
s
e
r
v
i
c
e
w
h
e
n
d
e
m
a
n
d
e
d
b
y
t
h
e
d
e
v
e
l
o
p
m
e
n
t
(
c
u
s
t
o
m
e
r
)
a
n
d
/
o
r
t
o
i
n
c
r
e
a
s
e
t
h
e
n
e
t
w
o
r
k
c
a
p
a
c
i
t
y
o
r
l
o
c
a
t
i
o
n
t
o
m
e
e
t
e
x
p
e
c
t
e
d
d
e
m
a
n
d
f
o
r
e
l
e
c
t
r
i
c
i
t
y
.
A
?
v
e
-
y
e
a
r
c
a
p
i
t
a
l
p
r
o
g
r
a
m
m
e
f
o
r
t
h
e
p
r
i
m
a
r
y
s
y
s
t
e
m
e
x
p
a
n
s
i
o
n
i
s
a
v
a
i
l
a
b
l
e
t
o
g
e
t
h
e
r
w
i
t
h
a
m
o
t
i
v
a
t
i
o
n
f
o
r
d
e
t
a
i
l
e
d
p
r
o
j
e
c
t
s
.
1
4
.
4
.
1
3
E
l
e
c
t
r
i
c
i
t
y
A
s
s
e
t
R
i
s
k
M
a
n
a
g
e
m
e
n
t
V
a
n
d
a
l
i
s
m
,
t
a
m
p
e
r
i
n
g
a
n
d
t
h
e
f
t
o
f
e
l
e
c
t
r
i
c
i
t
y
a
s
s
e
t
s
i
s
o
n
t
h
e
i
n
c
r
e
a
s
e
.
M
o
r
e
p
r
o
t
e
c
t
i
o
n
a
n
d
f
r
a
u
d
p
r
e
v
e
n
t
i
o
n
s
t
r
a
t
e
g
i
e
s
a
r
e
n
e
e
d
e
d
t
o
s
a
f
e
-
g
u
a
r
d
e
l
e
c
t
r
i
c
i
t
y
a
s
s
e
t
s
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
E
L
E
C
T
R
I
C
I
T
Y
D
I
S
T
R
I
B
U
T
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
6
.
A
n
e
f
?
c
i
e
n
t
,
c
o
m
p
e
t
i
t
i
v
e
a
n
d
r
e
s
p
o
n
s
i
v
e
e
c
o
n
o
m
i
c
i
n
f
r
a
s
t
r
u
c
t
u
r
e
n
e
t
w
o
r
k
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
6
]
-
R
i
n
g
-
f
e
n
c
e
w
a
t
e
r
,
e
l
e
c
t
r
i
c
i
t
y
a
n
d
s
a
n
i
t
a
t
i
o
n
f
u
n
c
t
i
o
n
s
s
o
a
s
t
o
f
a
c
i
l
i
t
a
t
e
c
o
s
t
-
r
e
?
e
c
t
i
n
g
p
r
i
c
i
n
g
o
f
t
h
e
s
e
s
e
r
v
i
c
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
6
]
-
2
.
R
e
l
i
a
b
l
e
g
e
n
e
r
a
t
i
o
n
,
d
i
s
t
r
i
b
u
t
i
o
n
a
n
d
t
r
a
n
s
m
i
s
s
i
o
n
o
f
e
n
e
r
g
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
6
]
-
A
n
i
n
t
e
g
r
a
t
e
d
e
n
e
r
g
y
p
l
a
n
a
n
d
s
u
c
c
e
s
s
f
u
l
i
n
d
e
p
e
n
d
e
n
t
p
o
w
e
r
p
r
o
d
u
c
e
r
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
E
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
P
r
i
m
a
r
y
a
n
d
s
e
c
o
n
d
a
r
y
s
u
b
s
t
a
t
i
o
n
s
M
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
p
r
i
m
a
r
y
a
n
d
s
e
c
o
n
d
a
r
y
s
u
b
s
t
a
t
i
o
n
s
i
n
p
l
a
c
e
E
D
M
1
6
4
0
0
0
0
0
156
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
n
t
a
i
n
e
l
e
c
-
t
r
i
c
i
t
y
l
o
s
s
e
s
H
i
g
h
l
o
s
s
e
s
D
e
v
e
l
o
p
s
t
r
a
t
e
g
y
t
o
r
e
d
u
c
e
l
o
s
e
s
a
n
d
e
n
s
u
r
e
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
t
a
k
e
p
l
a
c
e
i
m
m
e
d
i
a
t
e
l
y
D
e
v
e
l
o
p
e
d
s
t
r
a
t
e
g
y
t
o
r
e
d
u
c
e
l
o
s
e
s
i
n
c
l
u
d
i
n
g
i
m
m
e
d
i
a
t
e
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
E
D
M
1
6
5
0
0
0
0
0
M
a
n
a
g
e
l
o
a
d
s
h
e
d
d
i
n
g
N
o
l
o
a
d
s
h
e
d
-
d
i
n
g
c
o
n
t
r
o
l
P
r
e
p
a
r
e
a
p
l
a
n
t
o
u
s
e
l
o
a
d
s
h
e
d
d
i
n
g
a
s
a
t
o
o
l
t
o
r
e
d
u
c
e
p
e
a
k
d
e
m
a
n
d
A
p
l
a
n
i
n
p
l
a
c
e
t
o
u
s
e
l
o
a
d
s
h
e
d
d
i
n
g
a
s
a
t
o
o
l
t
o
r
e
d
u
c
e
p
e
a
k
d
e
m
a
n
d
E
D
M
1
6
6
0
0
0
0
0
I
n
s
t
a
l
l
p
r
o
t
e
c
-
t
i
v
e
s
t
r
u
c
t
u
r
e
s
N
o
p
r
o
t
e
c
t
i
o
n
P
r
e
p
a
r
e
d
i
s
t
r
i
b
u
t
i
o
n
b
o
x
f
o
r
t
i
?
c
a
t
i
o
n
p
l
a
n
I
n
s
t
a
l
l
e
d
f
o
r
t
i
?
e
d
d
i
s
t
r
i
-
b
u
t
i
o
n
b
o
x
e
s
a
s
p
e
r
p
l
a
n
E
D
M
1
6
7
3
0
,
0
0
0
,
0
0
0
0
0
0
0
I
l
l
e
g
a
l
C
o
n
n
e
c
-
t
i
o
n
s
I
l
l
e
g
a
l
c
o
n
n
e
c
-
t
i
o
n
s
R
e
m
o
v
e
i
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
o
n
d
e
t
e
c
t
i
o
n
S
t
a
t
e
o
f
i
l
l
e
g
a
l
c
o
n
-
n
e
c
t
i
o
n
s
i
n
p
l
a
c
e
o
n
d
e
t
e
c
t
i
o
n
E
D
M
1
6
8
0
0
0
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
N
e
t
w
o
r
k
D
i
l
a
p
i
t
a
t
e
d
N
e
t
w
o
r
k
P
r
e
p
a
r
e
a
n
e
t
w
o
r
k
r
e
f
u
r
b
i
s
h
-
m
e
n
t
p
l
a
n
R
e
f
u
r
b
i
s
h
m
e
n
t
n
e
t
w
o
r
k
p
l
a
n
i
n
p
l
a
c
e
E
D
M
1
6
9
2
6
,
3
6
1
,
3
0
0
0
0
0
0
F
r
e
e
B
a
s
i
s
E
l
e
c
t
r
i
c
i
t
y
(
F
B
E
)
F
B
E
n
o
t
f
u
l
l
y
i
m
p
l
e
m
e
n
t
e
d
,
a
l
l
u
s
e
s
g
e
t
F
B
E
E
s
t
a
b
l
i
s
h
a
d
a
t
a
b
a
s
e
o
f
t
h
o
s
e
i
n
n
e
e
d
o
f
F
B
E
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
f
o
r
i
n
s
t
a
l
l
a
t
i
o
n
o
f
F
B
E
t
o
s
a
t
i
s
f
y
a
l
l
b
a
c
k
l
o
g
n
e
e
d
s
E
s
t
a
b
l
i
s
h
e
d
d
a
t
a
b
a
s
e
o
f
t
h
o
s
e
i
n
n
e
e
d
o
f
F
B
E
a
n
d
a
p
l
a
n
t
o
s
a
t
i
s
f
y
a
l
l
b
a
c
k
l
o
g
n
e
e
d
s
E
D
M
1
7
0
0
0
0
0
M
e
t
e
r
s
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
p
r
o
g
r
a
m
f
o
r
b
u
l
k
,
c
r
e
d
i
t
&
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
t
o
b
e
r
e
c
o
n
c
i
l
e
d
A
p
r
o
g
r
a
m
f
o
r
b
u
l
k
,
c
r
e
d
i
t
&
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
i
s
r
e
c
o
n
c
i
l
e
d
E
D
M
1
7
1
0
0
0
0
V
e
n
d
i
n
g
S
t
a
-
t
i
o
n
s
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
p
l
a
n
o
n
v
e
n
d
i
n
g
s
t
a
t
i
o
n
n
e
e
d
s
f
o
r
p
r
e
-
p
a
y
-
m
e
n
t
m
e
t
e
r
s
b
a
n
d
e
s
t
a
b
-
l
i
s
h
m
e
n
t
o
f
n
e
w
v
e
n
d
i
n
g
s
t
a
t
i
o
n
s
A
p
l
a
n
f
o
r
v
e
n
d
i
n
g
s
t
a
t
i
o
n
n
e
e
d
s
f
o
r
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
a
n
d
n
e
w
v
e
n
d
i
n
g
s
t
a
t
i
o
n
s
i
n
p
l
a
c
e
E
D
M
1
7
2
0
0
0
0
C
a
p
i
t
a
l
P
r
o
j
-
e
c
t
s
N
o
P
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
d
e
-
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
-
m
e
n
t
s
A
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
-
m
e
n
t
s
i
s
i
n
p
l
a
c
e
E
D
M
1
7
3
0
0
0
0
A
d
m
i
n
i
s
t
r
a
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
n
c
o
u
n
c
i
l
A
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
s
i
n
p
l
a
c
e
E
D
M
1
7
4
0
0
0
0
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
-
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
E
D
M
1
7
5
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
a
n
d
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
E
D
M
1
7
6
0
0
0
0
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
E
D
M
1
7
7
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
-
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
E
D
M
1
7
8
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
E
D
M
1
7
9
0
0
0
0
157
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
E
D
M
1
8
0
0
0
0
0
E
l
e
c
t
r
i
?
c
a
t
i
o
n
i
n
E
s
k
o
m
A
r
e
a
o
f
S
u
p
p
l
y
E
D
M
1
8
1
2
6
,
3
5
5
,
0
0
0
0
0
0
0
2
0
;
2
1
;
1
4
;
1
2
;
2
0
;
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
K
w
a
P
a
t
a
(
U
n
i
t
H
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
2
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
2
2
,
2
7
6
,
2
1
9
0
0
0
0
H
i
g
h
M
a
s
t
L
i
g
h
t
s
i
n
S
l
a
n
g
s
p
r
u
i
t
/
U
n
i
t
H
(
P
a
t
a
)
/
D
a
m
b
u
z
a
E
D
M
1
8
3
1
0
,
0
0
0
,
0
0
0
0
0
0
C
o
p
e
s
v
i
l
l
e
(
3
0
0
0
b
e
n
e
?
-
c
i
a
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
3
0
0
0
h
o
u
s
e
h
o
l
d
s
E
D
M
1
8
4
5
0
,
0
0
0
,
0
0
0
0
0
0
M
a
f
a
k
a
t
h
i
n
i
(
4
0
0
b
e
n
e
?
c
i
a
-
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
4
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
5
2
,
0
0
0
,
0
0
0
0
0
0
M
a
s
w
a
z
i
n
i
(
4
0
0
b
e
n
e
?
c
i
a
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
4
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
6
2
,
0
0
0
,
0
0
0
0
0
0
T
O
T
A
L
8
4
,
9
9
2
,
5
1
9
6
4
,
0
0
0
,
0
0
0
0
0
0
1
4
.
5
W
A
T
E
R
1
4
.
5
.
1
B
a
c
k
l
o
g
s
T
h
e
b
a
c
k
l
o
g
s
a
r
e
a
s
s
h
o
w
n
i
n
t
h
e
p
r
e
v
i
o
u
s
s
e
c
t
i
o
n
.
T
h
e
b
a
c
k
l
o
g
s
r
e
f
e
r
p
r
i
m
a
r
i
l
y
t
o
t
h
e
n
u
m
b
e
r
o
f
h
o
u
s
e
h
o
l
d
s
s
t
i
l
l
t
o
b
e
s
e
r
v
e
d
w
i
t
h
p
o
t
a
b
l
e
w
a
t
e
r
w
i
t
h
i
n
a
2
0
0
m
r
a
d
i
u
s
a
s
p
e
r
t
h
e
n
a
t
i
o
n
a
l
p
o
l
i
c
y
a
n
d
h
o
u
s
e
h
o
l
d
s
s
t
i
l
l
t
o
h
a
v
e
i
n
d
i
v
i
d
u
a
l
h
o
u
s
e
c
o
n
n
e
c
t
i
o
n
s
.
1
4
.
5
.
2
I
n
s
t
i
t
u
t
i
o
n
a
l
A
r
r
a
n
g
e
m
e
n
t
T
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
i
s
a
s
u
b
-
u
n
i
t
w
i
t
h
i
n
a
B
u
s
i
n
e
s
s
U
n
i
t
o
f
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
A
S
e
c
t
i
o
n
7
8
A
s
s
e
s
s
m
e
n
t
i
s
c
u
r
r
e
n
t
l
y
u
n
d
e
r
w
a
y
t
o
d
e
t
e
r
m
i
n
e
t
h
e
b
e
s
t
m
e
c
h
a
n
i
s
m
f
o
r
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
.
T
h
e
a
s
s
e
s
s
m
e
n
t
w
i
l
l
e
x
p
l
o
r
e
t
h
e
p
o
s
s
i
b
i
l
i
t
y
o
f
f
o
r
m
i
n
g
j
o
i
n
t
e
n
t
i
t
i
e
s
w
i
t
h
o
t
h
e
r
w
a
t
e
r
u
t
i
l
i
t
i
e
s
l
i
k
e
D
u
r
b
a
n
M
e
t
r
o
,
u
M
g
u
n
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
a
n
d
U
m
g
e
n
i
W
a
t
e
r
.
D
e
p
e
n
d
i
n
g
o
n
t
h
e
r
e
s
o
l
u
t
i
o
n
o
f
C
o
u
n
c
i
l
t
h
e
S
u
b
-
U
n
i
t
m
i
g
h
t
b
e
r
i
n
g
-
f
e
n
c
e
d
a
n
d
a
M
u
n
i
c
i
p
a
l
E
n
t
i
t
y
.
T
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
S
u
b
-
U
n
i
t
o
p
e
r
a
t
e
s
a
t
r
a
d
i
n
g
a
c
c
o
u
n
t
w
h
i
c
h
h
a
s
t
o
b
r
e
a
k
-
e
v
e
n
.
O
v
e
r
t
h
e
y
e
a
r
s
t
h
e
a
c
c
o
u
n
t
h
a
s
b
e
e
n
m
a
k
i
n
g
a
l
o
s
s
m
a
i
n
l
y
b
e
c
a
u
s
e
o
f
h
i
g
h
u
n
a
c
c
o
u
n
t
e
d
f
o
r
w
a
t
e
r
l
o
s
s
e
s
o
f
±
4
3
%
.
T
h
e
u
n
a
c
c
o
u
n
t
e
d
f
o
r
w
a
t
e
r
l
o
s
s
e
s
a
s
a
t
3
0
J
u
n
e
2
0
0
5
h
a
v
e
b
e
e
n
r
e
d
u
c
e
d
t
o
3
3
.
6
%
a
n
d
f
u
r
t
h
e
r
i
n
t
e
r
v
e
n
t
i
o
n
s
a
r
e
r
e
q
u
i
r
e
d
t
o
r
e
d
u
c
e
i
t
f
u
r
t
h
e
r
.
158
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.5.3 Human Resource Capacity
Technical capacity is inadequate in the Water Sub-Unit. The Unit is currently run with one Engineer and
eleven Technologists and Technicians, instead of the desired staff levels of six Engineers and twenty-one
Technologists and Technicians. The total staff complement as per the approved organogram is short of 129
employees.
14.5.4 Financial Capacity
The Water programmes and projects are funded mainly from three sources, ie. Council (40%) and MIG (55%)
budgets, and DWAF (5%) grant funding. Signi?cant amounts have been allocated to service provision,
resulting in appreciable reductions in backlogs over the years. MIG funding will remain the main source of
funding for water projects in the next three years.
14.5.5 Service Levels and Alternatives
Service Level 1
i) water of supply from communal standpipes; and
ii) ventilated improved pit latrine located on each site.
Service Level 2
i) un-metered, ?xed quantity water delivery connection to each stand; and
ii) ventilated improved pit latrine or similar approved on site sanitation system located on each site.
Which service must be provided to consumers at the fees set out in the schedule of fees determined by the
Council provided that:
i) the average water consumption per stand through the unmetered water connection for the zone or
group of consumers in the zone does not exceed 6kl over any 30 day period; and
ii) the Council may adopt any measures necessary to restrict the water ?ow to service level 2 consumers to
6 kl per month.
Service Level 3
Must consist of:
i) a metered full pressure water connection to each stand; and
ii) a conventional waterborne drainage installation connected to the Council’s sewer.
If a consumer receiving Service Level 2 contravenes condition in sub- paragraph b(i):
i) the Council may install a meter in the service pipe on the premises, and
ii) the fees for the water services must be applied in accordance with section 6.
The level of service to be provided to a community may be established in accordance with the policy or
resolution of Council and subject to the conditions determined by Council.
14.5.6 Quality of Service
The expected quality of service is stipulated in a Service Charter developed for infrastructure service standards.
The Service Charter standards were informed by the minimum service standards articulated in the Water
Service Regulations. Feedback from customers also assisted in the development of the Service Charter.
There is, however, need to workshop staff on the Service Charter and establish a monitoring mechanism for
performance against the Service Charter.
159
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
5
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
F
o
r
t
h
e
w
a
t
e
r
p
r
o
v
i
s
i
o
n
,
U
m
g
e
n
i
W
a
t
e
r
p
r
o
v
i
d
e
s
p
o
t
a
b
l
e
w
a
t
e
r
t
o
r
u
r
a
l
s
c
h
e
m
e
s
i
n
c
l
u
d
i
n
g
V
u
l
i
n
d
l
e
l
a
a
r
e
a
s
a
n
d
t
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
S
u
b
-
U
n
i
t
p
r
o
v
i
d
e
s
t
h
e
r
e
s
t
o
f
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
w
a
s
d
e
s
i
g
n
a
t
e
d
a
W
a
t
e
r
S
e
r
v
i
c
e
s
A
u
t
h
o
r
i
t
y
a
s
f
r
o
m
t
h
e
1
s
t
o
f
J
u
l
y
2
0
0
3
t
h
r
o
u
g
h
a
G
o
v
e
r
n
m
e
n
t
G
a
z
e
t
t
e
.
T
h
e
c
o
n
f
e
r
m
e
n
t
o
f
t
h
e
W
a
t
e
r
S
e
r
v
i
c
e
s
A
u
t
h
o
r
i
t
y
s
t
a
t
u
s
m
a
k
e
s
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
l
e
g
a
l
l
y
r
e
s
p
o
n
s
i
b
l
e
f
o
r
e
n
s
u
r
i
n
g
t
h
a
t
a
l
l
r
e
s
i
d
e
n
t
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
.
U
m
g
e
n
i
W
a
t
e
r
i
s
t
h
e
r
e
f
o
r
e
a
c
t
i
n
g
a
s
a
m
e
r
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
w
h
o
s
e
m
a
n
d
a
t
e
i
s
d
i
c
t
a
t
e
d
b
y
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
N
e
g
o
t
i
a
t
i
o
n
s
a
r
e
u
n
d
e
r
w
a
y
t
o
e
i
t
h
e
r
f
o
r
m
a
l
i
z
e
t
h
e
r
e
l
a
t
i
o
n
s
h
i
p
w
i
t
h
a
S
e
r
v
i
c
e
L
e
v
e
l
A
g
r
e
e
m
e
n
t
o
r
h
a
n
d
i
n
g
o
v
e
r
t
h
e
s
c
h
e
m
e
s
t
o
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
t
h
r
o
u
g
h
a
s
a
l
e
a
g
r
e
e
m
e
n
t
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
W
A
T
E
R
A
N
D
S
A
N
I
T
A
T
I
O
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
w
a
t
e
r
m
a
n
a
g
e
m
e
n
t
p
l
a
n
s
t
o
r
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
1
.
E
n
h
a
n
c
e
q
u
a
l
i
t
y
a
n
d
q
u
a
n
t
i
t
y
o
f
w
a
t
e
r
r
e
s
o
u
r
c
e
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
r
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
f
r
o
m
3
0
%
t
o
1
5
%
b
y
2
0
1
4
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
d
u
c
t
i
o
n
o
f
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
P
r
o
g
r
a
m
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
a
t
6
3
%
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
a
s
p
e
r
I
W
A
b
a
l
a
n
c
e
T
a
r
g
e
t
:
5
0
%
(
N
R
W
)
W
S
1
8
6
2
5
,
0
1
9
,
4
0
6
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
3
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
A
l
l
M
a
s
o
n
s
R
e
s
e
r
-
v
o
i
r
a
n
d
P
i
p
e
-
l
i
n
e
[
D
e
s
i
g
n
C
o
m
p
l
e
t
i
o
n
a
n
d
E
I
A
]
R
e
s
e
r
v
o
i
r
n
o
t
i
n
u
s
e
d
u
e
t
o
r
o
o
f
1
0
0
%
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
i
n
2
0
1
1
/
2
0
1
2
1
0
0
%
W
S
1
8
7
3
0
0
,
0
0
0
1
3
,
5
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
0
0
M
I
G
2
6
C
o
n
s
t
r
u
c
t
N
e
w
R
e
s
e
r
v
o
i
r
:
C
o
p
e
s
v
i
l
l
e
R
e
s
e
r
v
o
i
r
R
e
s
e
r
v
o
i
r
b
y
p
a
s
s
e
d
,
n
o
s
t
o
r
a
g
e
1
0
0
%
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
i
n
2
0
1
1
/
2
0
1
2
,
a
n
d
c
o
m
m
e
n
c
e
c
o
n
-
s
t
r
u
c
t
i
o
n
W
S
1
8
8
1
2
,
5
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
0
0
0
M
I
G
2
9
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
W
a
t
e
r
]
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
-
b
l
o
c
k
d
r
a
i
n
s
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
3
0
0
W
S
1
8
9
2
0
0
,
0
0
0
2
5
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
2
5
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
1
4
,
1
5
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
W
a
t
e
r
]
E
l
i
m
i
n
a
t
e
5
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
b
y
i
m
p
r
o
v
i
n
g
w
a
t
e
r
s
y
s
t
e
m
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
6
0
0
W
S
1
9
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
5
2
5
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
2
1
160
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
d
e
n
d
a
l
e
P
r
o
p
e
r
N
e
w
M
a
i
n
s
a
n
d
R
e
t
i
c
u
l
a
t
i
o
n
P
r
o
j
e
c
t
i
s
r
e
p
l
a
c
i
n
g
/
e
x
-
t
e
n
d
i
n
g
p
i
p
e
l
i
n
e
s
i
n
a
r
e
a
s
w
h
e
r
e
s
u
b
d
i
v
i
s
i
o
n
s
h
a
v
e
t
a
k
e
n
p
l
a
c
e
.
T
h
i
s
w
i
l
l
a
u
g
-
m
e
n
t
t
h
e
e
x
i
s
t
i
n
g
s
u
p
p
l
y
.
C
o
n
t
r
a
c
t
u
a
l
l
y
c
o
m
m
i
t
t
e
d
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
5
0
0
W
S
1
9
1
1
,
4
1
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
1
2
,
2
0
,
2
1
,
2
2
,
2
3
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
B
a
s
i
c
W
a
t
e
r
.
·
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
f
o
r
M
I
G
f
u
n
d
i
n
g
.
B
u
i
n
e
s
s
P
l
a
n
C
o
n
?
r
m
a
t
i
o
n
o
f
M
I
G
F
u
n
d
i
n
g
W
S
1
9
2
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
M
I
G
9
,
1
1
,
7
,
5
,
4
,
2
,
1
,
2
8
·
U
n
d
e
r
t
a
k
e
s
t
u
d
y
f
o
r
c
o
r
r
e
c
t
b
a
s
i
c
w
a
t
e
r
b
a
c
k
l
o
g
?
g
u
r
e
.
C
o
m
p
l
e
t
e
B
a
c
k
l
o
g
S
t
u
d
y
1
0
0
%
c
o
m
p
l
e
t
e
W
S
1
9
3
·
I
n
s
t
a
l
l
n
e
w
n
e
t
w
o
r
k
s
a
s
p
e
r
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
I
n
s
t
a
l
l
a
t
i
o
n
o
f
1
0
n
e
w
s
t
a
n
d
p
i
p
e
c
o
n
n
e
c
t
i
o
n
s
(
N
o
.
)
1
0
W
S
1
9
4
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
B
a
s
i
c
S
a
n
i
t
a
-
t
i
o
n
.
6
0
0
0
V
I
P
’
s
t
o
c
o
m
p
l
e
t
e
b
a
c
k
l
o
g
I
n
s
t
a
l
l
3
0
0
0
V
I
P
’
s
i
n
V
u
l
i
n
d
l
e
l
a
3
0
0
0
0
W
S
1
9
5
1
4
,
0
0
0
,
0
0
0
0
0
0
0
M
I
G
1
t
o
9
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
.
R
e
p
l
a
c
e
4
k
m
o
f
d
e
f
e
c
t
i
v
e
s
a
n
i
t
a
t
i
o
n
p
i
p
e
a
n
d
p
u
r
c
h
a
s
e
n
e
w
p
u
m
p
s
f
o
r
p
u
m
p
s
t
a
t
i
o
n
s
2
1
k
m
o
f
D
e
f
e
c
t
i
v
e
/
o
l
d
s
e
w
e
r
p
i
p
e
s
t
h
a
t
r
e
q
u
i
r
e
r
e
p
l
a
c
e
m
e
n
t
.
m
e
t
e
r
s
o
f
s
e
w
e
r
p
i
p
e
r
e
p
l
a
c
e
d
4
0
0
0
W
S
1
9
6
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
M
I
G
V
a
r
i
o
u
s
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
N
/
A
m
e
t
e
r
s
o
f
s
e
w
e
r
p
i
p
e
s
u
r
v
e
y
e
d
5
0
0
0
0
W
S
1
9
7
3
,
6
7
3
,
5
9
4
0
0
0
0
M
I
G
A
L
L
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
-
b
l
o
c
k
d
r
a
i
n
s
m
e
t
e
r
o
f
s
e
w
e
r
p
i
p
e
i
n
s
t
a
l
l
e
d
4
0
0
0
W
S
1
9
8
0
6
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
2
3
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
E
l
i
m
i
n
a
t
e
5
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
b
y
i
n
s
t
a
l
l
i
n
g
w
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
m
e
t
e
r
o
f
s
e
w
e
r
p
i
p
e
i
n
s
t
a
l
l
e
d
2
0
0
0
W
S
1
9
9
0
5
,
5
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
2
1
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
-
P
h
a
s
e
2
(
D
e
s
i
g
n
)
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
4
0
0
0
h
o
u
s
e
h
o
l
d
s
D
e
s
i
g
n
o
f
P
h
a
s
e
2
1
0
0
%
W
S
2
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
0
0
M
I
G
1
0
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
4
0
0
0
h
o
u
s
e
h
o
l
d
s
D
e
s
i
g
n
o
f
P
h
a
s
e
2
1
0
0
%
W
S
2
0
1
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
0
0
M
I
G
1
6
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
5
0
0
0
h
o
u
s
e
h
o
l
d
s
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
a
n
d
E
I
A
1
0
0
%
W
S
2
0
2
4
0
0
,
0
0
0
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
P
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
W
a
t
e
r
d
i
s
t
r
i
b
u
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
1
0
0
%
W
S
2
0
3
0
0
0
0
A
l
l
161
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
S
a
n
i
t
a
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
1
0
0
%
W
S
2
0
4
0
0
0
0
A
l
l
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
M
a
i
n
t
a
i
n
E
x
p
e
n
d
i
t
u
r
e
w
i
t
h
i
n
t
h
e
a
p
p
r
o
v
e
d
b
u
d
g
e
t
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
W
S
2
0
5
0
0
0
0
A
L
L
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
S
2
0
6
0
0
0
0
A
l
l
P
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
W
a
t
e
r
d
i
s
t
r
i
b
u
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
(
a
m
i
n
i
m
u
m
o
f
1
0
k
m
o
f
r
e
d
u
n
d
a
n
t
w
a
t
e
r
p
i
p
-
i
n
g
t
o
b
e
r
e
p
l
a
c
e
d
)
P
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
w
a
t
e
r
p
l
a
n
(
a
m
i
n
i
m
u
m
o
f
1
0
k
m
o
f
r
e
d
u
n
d
a
n
t
w
a
t
e
r
p
i
p
-
i
n
g
t
o
b
e
r
e
p
l
a
c
e
d
)
W
S
2
0
7
C
o
n
t
a
i
n
w
a
t
e
r
l
o
s
s
4
2
%
w
a
t
e
r
l
o
s
s
E
n
s
u
r
e
w
a
t
e
r
d
i
s
c
o
n
-
n
e
c
t
i
o
n
s
a
n
d
p
r
o
d
u
c
e
a
r
e
p
o
r
t
d
e
t
a
i
l
i
n
g
?
o
w
d
y
n
a
m
i
c
s
a
n
d
i
m
p
r
o
v
e
m
e
n
t
s
P
r
o
d
u
c
e
d
a
r
e
p
o
r
t
d
e
t
a
i
l
i
n
g
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
,
?
o
w
d
y
n
a
m
i
c
s
a
n
d
i
m
p
r
o
v
e
m
e
n
t
s
W
S
2
0
8
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
N
o
c
o
n
t
r
o
l
R
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
b
y
1
0
%
a
n
d
r
e
p
o
r
t
1
0
%
w
a
t
e
r
l
o
s
s
r
e
d
u
c
-
t
i
o
n
a
n
d
r
e
p
o
r
t
W
S
2
0
9
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
I
n
s
t
a
l
l
w
a
t
e
r
a
u
d
i
t
m
e
t
e
r
s
N
o
a
u
d
i
t
m
e
t
e
r
s
I
n
s
t
a
l
l
d
i
s
t
r
i
c
t
w
a
t
e
r
a
u
d
i
t
m
e
t
e
r
s
I
n
s
t
a
l
l
e
d
d
i
s
t
r
i
c
t
a
u
d
i
t
m
e
t
e
r
s
W
S
2
1
0
I
l
l
e
g
a
l
c
o
n
n
e
c
-
t
i
o
n
s
I
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
u
n
-
k
n
o
w
n
R
e
m
o
v
e
a
l
l
i
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
a
n
d
p
r
e
-
p
a
r
e
p
r
o
g
r
e
s
s
r
e
p
o
r
t
P
r
o
g
r
e
s
s
r
e
p
o
r
t
o
n
s
t
a
t
e
o
f
i
l
l
e
g
a
l
s
c
o
n
-
n
e
c
t
i
o
n
s
W
S
2
1
1
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
e
f
u
r
b
i
s
h
m
e
n
t
n
e
t
-
w
o
r
k
s
p
l
a
n
W
S
2
1
2
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
W
a
t
e
r
D
i
s
t
r
i
b
u
t
i
o
n
N
o
p
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
d
e
t
a
i
l
e
d
p
l
a
n
f
o
r
a
l
l
p
r
o
j
e
c
t
s
a
n
d
p
r
o
g
r
e
s
s
r
e
p
o
r
t
A
c
a
p
i
t
a
l
p
r
o
j
e
c
t
s
p
l
a
n
a
n
d
p
r
o
g
r
e
s
s
r
e
p
o
r
t
W
S
2
1
3
0
0
0
W
a
t
e
r
B
a
l
a
n
c
-
i
n
g
p
e
r
z
o
n
e
/
d
i
s
t
r
i
c
t
N
o
n
e
x
i
s
t
e
n
t
P
r
e
p
a
r
e
a
m
o
n
t
h
l
y
w
a
t
e
r
b
a
l
a
n
c
i
n
g
r
e
p
o
r
t
A
p
r
e
p
a
r
e
d
m
o
n
t
h
l
y
w
a
t
e
r
b
a
l
a
n
c
i
n
g
r
e
p
o
r
t
W
S
2
1
4
F
B
W
n
o
t
f
u
l
l
y
i
m
p
l
e
m
e
n
t
e
d
H
i
g
h
a
m
o
u
n
t
o
f
c
u
s
t
o
m
e
r
s
w
i
t
h
o
u
t
F
r
e
e
B
a
s
i
c
W
a
t
e
r
W
S
2
1
5
0
6
,
0
0
0
,
0
0
0
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
S
a
n
i
t
a
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
n
e
w
n
e
t
-
w
o
r
k
i
n
s
t
a
l
l
a
t
i
o
n
p
l
a
n
A
p
r
e
p
a
r
e
d
n
e
w
n
e
t
-
w
o
r
k
i
n
s
t
a
l
l
a
t
i
o
n
p
l
a
n
i
s
i
n
p
l
a
c
e
W
S
2
1
6
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
s
a
n
i
t
a
t
i
o
n
n
e
t
w
o
r
k
s
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
e
f
u
r
b
i
s
h
e
d
n
e
t
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
W
S
2
1
7
A
d
m
i
n
i
s
t
r
a
-
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
m
e
n
t
f
o
r
p
r
o
v
i
-
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
n
c
o
u
n
c
i
l
A
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
-
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
s
i
n
p
l
a
c
e
W
S
2
1
8
162
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
-
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
W
S
2
1
9
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
-
g
e
t
a
n
d
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
W
S
2
2
0
R
e
a
c
t
i
v
e
O
p
-
e
r
a
t
i
o
n
s
W
a
t
e
r
&
S
a
n
i
t
a
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
b
e
n
c
h
m
a
r
k
s
p
l
a
n
B
e
n
c
h
m
a
r
k
s
a
r
e
s
e
t
p
l
a
n
d
e
v
e
l
o
p
e
d
W
S
2
2
1
C
a
p
i
t
a
l
P
r
o
j
-
e
c
t
s
S
a
n
i
t
a
t
i
o
n
V
i
t
a
l
i
n
o
r
d
e
r
t
o
r
e
d
u
c
e
s
e
w
a
g
e
s
p
i
l
l
i
n
g
i
n
t
o
s
t
r
e
a
m
s
a
n
d
r
i
v
e
r
s
.
T
h
i
s
h
a
s
h
e
l
a
t
h
i
m
p
l
i
c
a
t
i
o
n
s
a
n
d
f
u
r
t
h
e
r
i
s
i
s
d
i
r
e
c
t
c
o
n
t
r
a
v
e
n
t
i
o
n
o
f
t
h
e
n
a
t
i
o
n
a
l
w
a
t
e
r
a
c
t
.
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
.
R
e
p
l
a
c
e
4
k
m
o
f
d
e
f
e
c
t
i
v
e
s
a
n
i
t
a
t
i
o
n
p
i
p
e
a
n
d
p
u
r
c
h
a
s
e
n
e
w
p
u
m
p
s
f
o
r
p
u
m
p
s
t
a
t
i
o
n
s
R
e
p
l
a
c
e
o
l
d
s
e
w
e
r
i
n
f
r
a
s
t
r
u
c
t
u
r
e
t
o
d
e
c
r
e
a
s
e
o
p
e
r
a
t
i
o
n
a
l
f
a
i
l
u
r
e
s
.
W
S
2
2
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
V
a
r
i
o
u
s
,
B
a
s
e
d
o
n
Z
o
n
e
s
C
o
n
t
r
a
c
t
u
a
l
l
y
c
o
m
m
i
t
e
d
p
r
o
j
e
c
t
f
o
r
3
y
e
a
r
s
a
s
p
e
r
l
e
t
t
e
r
o
f
a
w
a
r
d
.
A
l
s
o
l
e
g
i
s
-
l
a
t
i
v
e
i
n
o
r
d
e
r
t
o
p
r
o
d
u
c
e
a
n
a
s
s
e
s
t
m
a
n
a
g
e
m
e
n
t
p
l
a
n
.
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
-
t
u
r
e
F
e
a
s
i
b
i
l
l
i
t
y
S
t
u
d
y
A
s
s
e
s
s
s
e
w
e
r
i
n
f
r
a
s
t
r
u
c
t
u
r
e
a
n
d
d
e
v
e
l
o
p
r
e
h
a
b
i
l
i
t
a
t
i
o
n
p
r
o
g
r
a
m
W
S
2
2
3
0
0
0
0
M
I
G
(
C
A
P
E
X
)
A
L
L
V
i
t
a
l
i
n
o
r
d
e
r
t
o
i
m
p
r
o
v
e
o
p
e
r
a
t
i
o
n
s
a
n
d
f
u
r
t
h
e
r
t
o
e
x
t
e
n
d
t
h
e
u
s
e
f
u
l
a
r
e
a
f
o
r
p
r
o
p
e
r
t
y
o
w
n
e
r
s
t
o
e
x
t
e
n
d
.
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
-
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
E
r
a
d
i
c
a
t
e
M
i
d
b
l
o
c
k
s
f
o
r
e
a
s
e
o
f
m
a
i
n
t
e
-
n
a
n
c
e
W
S
2
2
4
6
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
2
3
V
i
t
a
l
i
n
o
r
d
e
r
t
o
e
r
a
d
i
c
a
t
e
c
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
w
h
i
c
h
a
r
e
n
o
t
m
a
i
n
t
a
i
n
e
d
a
n
d
t
h
e
r
e
f
o
r
e
s
e
w
a
g
e
i
s
s
t
a
r
t
-
i
n
g
t
o
“
d
a
y
l
i
g
h
t
”
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
U
p
g
r
a
d
e
o
f
W
a
t
e
r
r
e
c
t
i
c
u
l
a
t
i
o
n
n
e
t
w
o
r
k
f
o
r
s
u
p
p
l
y
i
n
c
r
e
a
s
e
i
n
o
r
d
e
r
t
o
i
n
s
t
a
l
l
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
.
W
S
2
2
5
3
,
0
0
0
,
2
5
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
2
1
O
n
s
i
t
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
h
a
s
f
a
i
l
e
d
.
F
u
n
d
i
n
g
r
e
-
q
u
i
r
e
d
t
o
D
e
s
i
g
n
,
P
h
a
s
e
2
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
I
n
s
t
a
l
l
a
W
a
t
e
r
b
o
r
n
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
W
S
2
2
6
2
0
,
0
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
0
0
M
I
G
(
C
A
P
E
X
)
1
0
O
n
s
i
t
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
h
a
s
f
a
i
l
e
d
.
F
u
n
d
i
n
g
r
e
-
q
u
i
r
e
d
t
o
D
e
s
i
g
n
,
P
h
a
s
e
2
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
I
n
s
t
a
l
l
a
W
a
t
e
r
b
o
r
n
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
W
S
2
2
7
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
0
0
M
I
G
(
C
A
P
E
X
)
1
6
D
e
s
i
g
n
i
s
c
o
m
p
l
e
t
e
,
h
o
w
-
e
v
e
r
E
I
A
p
r
o
c
e
s
s
m
i
g
h
t
t
a
k
e
l
o
n
g
e
r
t
h
a
n
a
n
t
i
c
i
p
a
t
-
e
d
.
C
o
n
s
t
r
u
c
t
i
o
n
t
h
e
r
e
f
o
r
e
d
e
f
e
r
r
e
d
t
o
2
0
1
2
/
2
0
1
3
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
I
n
s
t
a
l
l
B
u
l
k
o
u
t
f
a
l
l
s
e
w
e
r
a
n
d
r
e
t
i
c
u
l
a
-
t
i
o
n
f
o
r
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
W
S
2
2
8
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
1
8
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
S
2
2
9
163
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
S
2
3
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
W
S
2
3
1
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
-
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
W
S
2
3
2
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
f
o
r
M
I
G
f
u
n
d
i
n
g
.
U
n
d
e
r
t
a
k
e
s
t
u
d
y
f
o
r
c
o
r
-
r
e
c
t
b
a
s
i
c
w
a
t
e
r
b
a
c
k
l
o
g
?
g
u
r
e
.
I
n
s
t
a
l
l
n
e
w
n
e
t
w
o
r
k
s
a
s
p
e
r
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
C
o
n
?
r
m
M
I
G
f
u
n
d
-
i
n
g
.
C
o
n
-
?
r
m
b
a
s
i
c
w
a
t
e
r
b
a
c
k
-
l
o
g
n
u
m
b
e
r
.
A
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
1
5
n
e
w
s
t
a
n
d
p
i
p
e
s
W
S
2
3
3
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
s
a
n
i
t
a
-
t
i
o
n
I
n
s
t
a
l
l
a
t
i
o
n
o
f
V
I
P
’
s
E
r
a
d
i
c
a
t
e
b
a
s
i
c
s
a
n
i
t
a
-
t
i
o
n
b
a
c
k
l
o
g
1
5
0
0
W
S
2
3
4
T
O
T
A
L
6
6
,
5
0
3
,
0
0
0
2
2
2
,
0
0
0
,
2
5
0
1
8
1
,
0
0
0
,
0
0
0
1
4
4
,
7
7
5
,
0
0
0
1
4
6
,
5
0
0
,
0
0
0
164
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.6 SANITATION
14.6.1 Backlogs
The backlogs refer to households without:
i) Sanitation facilities at all; and
ii) waterborne sewage facilities connected to the sewarage network of the Municipality.
Currently most parts of Greater Edendale are served by conservancy tanks which need emptying on a regular
basis. The Municipality has since decided to eliminate all conservancy tanks by connecting the affected
households to the existing sewerage network. This has created another level of service backlog, despite it
being an upgrade.
A number of houses in Ashdown, Imbali, Sobantu and Georgetown have their sewage connected to midblocks
which cause a nuisance to houses near their location, and poise a health risk whenever they over?ow. The
Municipality is eradicating all sewage midblocks and huge backlogs exist. The backlogs are as indicated in
the earlier section.
14.6.2 Institutional Arrangement
The Sanitation Section falls under the Infrastructure Services Business Unit and is part of the Water &
Sanitation Sub-Unit.
The Section is responsible for the construction, operation and maintenance of the sewerage network facilities
in the Municipality. The sewage treatment is contracted to Umgeni Water through a service agreement. The
Municipality is only responsible for the Lynn?eld Park sewage treatment plant which has through put of
100m³/day.
A Section 78 Assessment is currently underway to establish the most ef?cient and effective mechanism for
providing the sanitation service.
14.6.3 Human Resource Capacity
As per the comment under the Water Section, the Sanitation Section is grossly under-staffed technically.
14.6.4 Financial Capacity
The majority of funding (about 70%) for the Sanitation service is coming from the Municipal Infrastructure
Grant (MIG). Basic sanitation is, in the main, wholly funded by MIG and sewerage network extensions are
mainly funded by the Municipality (about 80%). R107 million has been made available for the construction
of VIP’s for the next ?ve years. The Municipality has committed to do sewerage network extensions in
Azalea, Unit H and Woodlands areas in the next three years.
14.6.5 Service Levels and Alternatives
The Municipality has the following levels of service in its Sanitation system:
i) Pit latrines;
ii) On-site water system; and
iii) Waterborne off-sit sewage system.
The three levels of service are still necessary in Msunduzi due to the diversity of settlement patterns. However,
the Municipality has decided to upgrade the on-site waterborne system to off-sit sewage system in low-
income houses due to the operational failures that have led to high health risks to the affected communities.
However, properties with large standards (+ 2 000 m²), like Ashburton, can still use the septic tank system
without posing any health risks.
The pit latrines are suitable for semi-rural and rural areas, and informal settlements.
165
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
6
.
6
Q
u
a
l
i
t
y
o
f
S
e
r
v
i
c
e
T
h
e
d
e
v
e
l
o
p
e
d
S
e
r
v
i
c
e
C
h
a
r
t
e
r
s
t
i
p
u
l
a
t
e
d
c
l
e
a
r
l
y
t
h
e
m
i
n
i
m
u
m
s
e
r
v
i
c
e
s
t
a
n
d
a
r
d
s
e
x
p
e
c
t
e
d
o
f
t
h
e
S
e
c
t
i
o
n
.
T
h
e
S
e
r
v
i
c
e
C
h
a
r
t
e
r
c
o
m
p
l
i
e
s
w
i
t
h
t
h
e
W
a
s
t
e
w
a
t
e
r
E
f
?
u
e
n
t
S
t
a
n
d
a
r
d
s
a
n
d
W
a
t
e
r
S
e
r
v
i
c
e
s
A
c
t
.
1
4
.
6
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
a
n
d
V
u
l
i
n
d
l
e
l
a
a
r
e
a
s
h
a
v
e
b
e
e
n
i
n
a
d
e
q
u
a
t
e
l
y
s
e
r
v
i
c
e
d
i
n
t
h
e
p
a
s
t
,
r
e
s
u
l
t
i
n
g
i
n
v
e
r
y
u
n
h
e
a
l
t
h
y
l
i
v
i
n
g
c
o
n
d
i
t
i
o
n
s
a
n
d
w
i
d
e
s
p
r
e
a
d
p
o
l
l
u
t
i
o
n
o
f
r
i
v
e
r
s
.
I
n
2
0
0
2
w
e
e
n
d
e
a
v
o
u
r
e
d
t
o
r
e
p
l
a
c
e
a
l
l
c
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
a
n
d
i
n
f
o
r
m
a
l
p
i
t
l
a
t
r
i
n
e
s
;
d
r
a
w
-
u
p
a
n
a
s
s
e
t
m
a
i
n
t
e
n
a
n
c
e
a
n
d
o
p
e
r
a
t
i
n
g
p
r
o
g
r
a
m
m
e
;
a
n
d
e
n
s
u
r
e
t
h
a
t
a
l
l
e
x
i
s
t
i
n
g
a
n
d
n
e
w
i
n
d
u
s
t
r
i
a
l
a
r
e
a
s
w
e
r
e
f
u
l
l
y
r
e
t
i
c
u
l
a
t
e
d
.
A
s
a
s
t
a
r
t
,
3
3
0
0
V
I
P
t
o
i
l
e
t
s
w
e
r
e
b
u
i
l
t
.
T
h
e
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
a
n
d
p
r
o
v
i
d
e
s
s
a
n
i
t
a
t
i
o
n
s
e
r
v
i
c
e
s
t
o
t
h
e
w
h
o
l
e
a
r
e
a
o
f
i
t
s
j
u
r
i
s
d
i
c
t
i
o
n
.
I
t
h
a
s
a
s
e
r
v
i
c
e
a
g
r
e
e
m
e
n
t
w
i
t
h
U
m
g
e
n
i
W
a
t
e
r
t
o
t
r
e
a
t
t
h
e
s
e
w
a
g
e
f
o
r
t
h
e
C
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
o
p
e
r
a
t
e
s
a
n
d
m
a
i
n
t
a
i
n
s
1
0
0
m
³
/
d
a
y
s
e
w
a
g
e
t
r
e
a
t
m
e
n
t
p
l
a
n
t
f
o
r
L
y
n
n
f
I
e
l
d
P
a
r
k
d
e
v
e
l
o
p
m
e
n
t
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
W
A
S
T
E
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
e
f
f
e
c
t
i
v
e
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
w
i
t
h
r
e
g
a
r
d
t
o
v
e
h
i
c
l
e
s
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
p
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
v
e
h
i
c
l
e
p
l
a
n
A
p
l
a
n
n
e
d
m
a
i
n
t
e
-
n
a
n
c
e
v
e
h
i
c
l
e
p
l
a
n
W
M
2
3
5
0
1
5
,
2
8
0
,
0
0
0
6
0
5
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
S
c
h
e
d
u
l
e
d
C
o
l
l
e
c
t
i
o
n
o
f
w
a
s
t
e
H
i
g
h
u
n
c
o
l
-
l
e
c
t
e
d
w
a
s
t
e
C
o
l
l
e
c
t
i
o
n
o
f
w
a
s
t
e
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
p
l
a
n
A
n
i
n
t
e
g
r
a
t
e
d
w
a
s
t
e
p
l
a
n
W
M
2
3
6
0
0
1
2
1
0
0
0
0
5
0
0
,
0
0
0
5
0
0
0
0
0
S
c
h
e
d
u
l
e
d
C
o
l
l
e
c
t
i
o
n
o
f
r
e
f
u
s
e
H
i
g
h
u
n
c
o
l
-
l
e
c
t
e
d
r
e
f
u
s
e
C
o
l
l
e
c
t
i
o
n
o
f
r
e
f
u
s
e
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
p
l
a
n
A
r
e
f
u
s
e
c
o
l
l
e
c
t
i
o
n
p
l
a
n
W
M
2
3
7
0
0
2
4
2
0
0
0
0
5
0
0
0
0
0
5
0
0
0
0
0
M
a
t
e
r
i
a
l
s
r
e
c
o
v
e
r
y
a
n
d
r
e
c
y
c
l
i
n
g
U
n
c
o
-
o
r
d
i
n
a
t
e
d
r
e
c
y
c
l
i
n
g
t
a
k
i
n
g
p
l
a
c
e
C
a
l
l
f
o
r
p
r
o
p
o
s
a
l
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
r
e
c
y
l
i
n
g
/
m
a
t
e
r
a
i
l
s
r
e
c
o
v
e
r
y
c
o
n
t
r
a
c
t
s
W
M
2
3
8
2
5
0
0
0
0
0
2
5
0
0
0
0
0
3
0
0
0
0
0
0
3
0
0
0
0
0
0
3
5
0
0
0
0
0
C
o
u
n
c
i
l
/
E
x
-
t
e
r
n
a
l
A
L
L
G
a
s
-
T
o
-
E
n
e
r
g
y
G
a
s
t
r
i
a
l
s
b
e
i
n
g
c
o
n
d
u
c
t
e
d
.
P
o
w
e
r
p
u
r
c
h
a
s
e
a
g
r
e
e
m
e
n
t
t
o
b
e
e
n
t
e
r
e
d
i
n
t
o
.
G
a
s
e
x
t
r
a
c
t
i
o
n
a
n
d
e
n
e
r
g
y
g
e
n
e
r
a
t
i
o
n
I
n
c
o
m
e
f
r
o
m
s
a
l
e
o
f
c
a
r
b
o
n
c
r
e
d
i
t
s
a
n
d
e
n
e
r
g
y
W
M
2
3
9
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
A
L
L
166
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
a
n
d
?
l
l
S
i
t
e
u
p
g
r
a
d
e
N
o
n
-
c
o
m
-
p
l
i
a
n
c
e
w
i
t
h
p
e
r
m
i
t
r
e
q
u
i
r
e
-
m
e
n
t
s
c
o
m
p
l
y
w
i
t
h
a
l
l
l
e
g
i
s
l
a
t
i
v
e
a
n
d
e
n
v
i
r
o
n
m
e
n
t
a
l
r
e
q
u
i
r
e
m
e
n
t
s
w
e
l
l
m
a
n
a
g
e
d
l
a
n
d
?
l
l
W
M
2
4
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
C
o
u
n
c
i
l
/
M
I
G
A
L
L
C
o
n
v
e
r
s
i
o
n
o
f
g
a
r
d
e
n
s
i
t
e
s
t
o
r
e
c
y
c
l
i
n
g
c
e
n
t
r
e
s
u
n
c
o
n
t
r
o
l
l
e
d
d
u
m
p
i
n
g
o
f
r
e
f
u
s
e
c
a
l
l
f
o
r
p
r
o
p
o
s
a
l
s
t
o
m
a
n
a
g
e
r
e
c
y
c
l
i
n
g
/
b
u
y
-
b
a
c
k
c
e
n
t
r
e
s
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
c
o
n
t
r
a
c
t
s
t
o
m
a
n
a
g
e
c
e
n
t
r
e
s
W
M
2
4
1
2
5
0
0
0
0
0
2
5
0
0
0
0
0
2
5
0
0
0
0
0
3
0
0
0
0
0
0
3
0
0
0
0
0
0
C
o
u
n
c
i
l
/
M
I
G
A
L
L
C
l
e
a
n
i
n
g
o
f
C
o
u
n
c
i
l
B
u
i
l
d
i
n
g
s
E
s
t
a
b
l
i
s
h
a
d
a
t
a
b
a
s
e
o
f
c
o
u
n
c
i
l
b
u
i
l
d
i
n
g
s
f
o
r
c
l
e
a
n
i
n
g
.
P
r
e
p
a
r
e
c
l
e
a
n
i
n
g
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
E
s
t
a
b
l
i
s
h
e
d
d
a
t
a
b
a
s
e
o
f
c
o
u
n
c
i
l
b
u
i
l
d
i
n
g
s
a
n
d
c
l
e
a
n
i
n
g
p
l
a
n
W
M
2
4
2
0
0
0
0
0
C
u
r
r
e
n
t
f
a
c
i
l
i
t
i
e
s
t
o
t
a
l
l
y
i
n
a
d
e
q
u
a
t
e
L
a
d
i
e
s
c
h
a
n
g
e
r
o
o
m
a
n
d
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
W
M
2
4
3
0
8
,
0
0
0
,
0
0
0
0
0
0
F
u
n
d
s
t
o
b
e
i
d
e
n
t
i
?
e
d
i
n
C
o
u
n
c
i
l
B
u
d
g
e
t
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
R
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
s
W
M
2
4
4
0
6
,
0
0
0
,
0
0
0
0
0
0
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
W
M
2
4
5
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
-
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
M
2
4
6
0
6
0
0
,
0
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
M
2
4
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
W
M
2
4
8
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
W
M
2
4
9
0
0
0
0
0
T
O
T
A
L
0
1
5
,
2
8
0
,
0
0
0
9
,
9
3
0
,
0
0
0
1
,
4
0
0
,
0
0
0
1
,
4
0
0
,
0
0
0
167
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.7 ROADS & TRANSPORTATION
14.7.1 Backlogs
The backlogs on the upgrading of roads in Edendale, Copesville and Vulindlela are indicated in Section 14.1.
Some of the major roads include:
INTERCHANGES WITH THE N3:
i) Greytown Road R240 m
ii) Mkondeni R30 m
NEW ROADS/EXTENSIONS/LINKS:
i) Old?eld Road – Market Road link R7 m
ii) Burger Street Ext R18 m
iii) Retief Street Ext R8 m
iv) Ottos Bluff – Connor Road link R45 m
v) Route 7B R5,5 m
TRAFFIC CALMING:
(Old City & Greater Edendale) R6,6 m
ASHBURTON:
Bellevue Distributor R17,5 m
VULINDLELA:
Upgrade roads : 544 km R1,7 bn
EDENDALE:
Edendale Bulk Roads Master Plan shows a
total of 32,5 km new roads planned R114 m
Upgrade of roads (445 km) R1,3 bn
14.7.2 Institutional Arrangement
The Roads and Transportation Sub-Unit is responsible for the planning, design, construction and maintenance
of roads, public transport facilities, bridges, footbridges, stormwater and drainage systems. It operates in
consultation with the Department of Transport and the uMgungundlovu District Municipality, who are
authorities with similar responsibilities for different levels of facilities.
14.7.3 Human Resources Capacity
The Roads and Transportation Sub-Unit is reasonably staffed. However, the number of quali?ed and
experienced Engineers and Technologists leaves a lot to be desired. The Sub-Unit has no registered Engineer
and three professionally registered Technologists against a desired complement of ?ve Engineers and thirteen
registered Technologists. The use of consultants is therefore prevalent to make up for the shortfalls.
14.7.4 Financial Capacity
MIG is funding 60% of the road upgrading projects in Vulindlela and Edendale. The Council funds 80%
of all major road extensions and expansions, with the remaining 20% coming from grant funding from the
Provincial and National Departments of Transport. The backlog for the upgrading of the gravel roads is so
huge that substantial amounts of additional funding is required.
In the 2005/06 ?nancial year, MTAB granted the District Council funding for the Integrated Transport Plan
feasibility study. MTAB is also funding the Northdale/Edendale corridor transportation study which seeks to
improve the movement of passengers, goods and services between the two economic nodes. More funding is
required to study all the N3 interchanges, service roads to lower traf?c volumes of the N3, conduct the City
Centre traf?c situation and construct the necessary road network.
168
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
7
.
5
S
e
r
v
i
c
e
L
e
v
e
l
s
&
A
l
t
e
r
n
a
t
i
v
e
s
T
h
e
C
o
u
n
c
i
l
a
d
o
p
t
e
d
t
h
e
r
o
a
d
g
u
i
d
e
l
i
n
e
s
s
t
i
p
u
l
a
t
e
d
i
n
t
h
e
“
I
n
f
r
a
s
t
r
u
c
t
u
r
e
,
S
e
r
v
i
c
e
s
a
n
d
F
a
c
i
l
i
t
i
e
s
R
o
a
d
a
n
d
D
r
a
i
n
a
g
e
G
u
i
d
e
l
i
n
e
s
”
d
o
c
u
m
e
n
t
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
s
i
n
c
e
d
e
v
e
l
o
p
e
d
a
n
a
s
s
e
t
m
a
n
a
g
e
m
e
n
t
p
l
a
n
t
h
a
t
s
t
i
p
u
l
a
t
e
s
t
h
e
c
o
n
d
i
t
i
o
n
s
a
n
d
f
r
e
q
u
e
n
c
y
o
f
c
o
n
d
u
c
t
i
n
g
c
o
n
d
i
t
i
o
n
a
n
a
l
y
s
i
s
a
n
d
a
s
s
e
t
m
a
i
n
t
e
n
a
n
c
e
.
1
4
.
7
.
6
Q
u
a
l
i
t
y
o
f
S
e
r
v
i
c
e
T
h
e
q
u
a
l
i
t
y
o
f
s
e
r
v
i
c
e
i
s
a
s
s
t
i
p
u
l
a
t
e
d
i
n
t
h
e
S
e
r
v
i
c
e
C
h
a
r
t
e
r
.
1
4
.
7
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
M
s
u
n
d
u
z
i
a
r
e
a
i
s
s
e
r
v
i
c
e
d
b
y
a
n
u
m
b
e
r
o
f
r
o
a
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
.
T
h
e
S
o
u
t
h
A
f
r
i
c
a
n
N
a
t
i
o
n
a
l
R
o
a
d
s
a
d
m
i
n
i
s
t
e
r
s
t
h
e
N
3
c
o
r
r
i
d
o
r
,
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
T
r
a
n
s
p
o
r
t
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
p
r
o
v
i
n
c
i
a
l
,
d
i
s
t
r
i
c
t
a
n
d
l
o
c
a
l
r
o
a
d
s
i
n
t
h
e
r
u
r
a
l
a
r
e
a
s
o
f
V
u
l
i
n
d
l
e
l
a
,
B
i
s
h
o
p
s
t
o
w
e
a
n
d
t
h
e
U
M
g
u
n
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
C
o
u
n
c
i
l
s
h
o
u
l
d
b
e
r
e
s
p
o
n
s
i
b
l
e
f
o
r
d
i
s
t
r
i
c
t
r
o
a
d
s
.
A
n
u
m
b
e
r
o
f
d
e
v
e
l
o
p
e
r
s
h
a
v
e
s
i
g
n
e
d
s
e
r
v
i
c
e
a
g
r
e
e
m
e
n
t
s
w
h
i
c
h
b
e
s
t
o
w
t
h
e
r
e
s
p
o
n
s
i
b
i
l
i
t
y
o
f
m
a
i
n
t
a
i
n
i
n
g
r
o
a
d
s
o
n
t
h
e
d
e
v
e
l
o
p
e
r
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
a
l
l
o
t
h
e
r
r
o
a
d
s
a
n
d
t
r
a
c
k
s
i
n
t
h
e
C
i
t
y
.
D
u
e
t
o
t
h
e
h
u
g
e
r
o
a
d
n
e
t
w
o
r
k
b
a
c
k
l
o
g
i
n
V
u
l
i
n
d
l
e
l
a
a
r
e
a
,
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
a
s
s
i
s
t
i
n
g
D
O
T
i
n
d
e
v
e
l
o
p
i
n
g
a
n
d
m
a
i
n
t
a
i
n
i
n
g
t
h
e
r
o
a
d
s
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
R
O
A
D
S
N
E
T
W
O
R
K
M
A
S
T
E
R
P
L
A
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
6
.
A
n
e
f
?
c
i
e
n
t
,
c
o
m
p
e
t
i
t
i
v
e
a
n
d
r
e
s
p
o
n
s
i
v
e
e
c
o
n
o
m
i
c
i
n
f
r
a
s
t
r
u
c
t
u
r
e
n
e
t
w
o
r
k
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
6
]
-
I
m
p
r
o
v
e
m
a
i
n
t
e
n
a
n
c
e
o
f
m
u
n
i
c
i
p
a
l
r
o
a
d
n
e
t
w
o
r
k
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
6
]
-
3
.
M
a
i
n
t
a
i
n
a
n
d
e
x
p
a
n
d
r
o
a
d
a
n
d
r
a
i
l
n
e
t
w
o
r
k
,
a
n
d
e
f
?
c
i
e
n
c
y
,
c
a
p
a
c
i
t
y
a
n
d
c
o
m
p
e
t
i
t
i
v
e
n
e
s
s
o
f
s
e
a
p
o
r
t
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
6
]
-
I
n
c
r
e
a
s
e
i
n
f
r
a
s
t
r
u
c
t
u
r
e
f
u
n
d
i
n
g
f
o
r
p
r
o
v
i
n
c
e
s
f
o
r
t
h
e
m
a
i
n
t
e
n
a
n
c
e
o
f
p
r
o
v
i
n
c
i
a
l
r
o
a
d
s
S
e
c
t
o
r
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
R
o
a
d
s
N
o
p
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
m
e
n
t
s
P
r
e
p
a
r
e
d
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
-
i
n
g
R
N
M
P
2
5
0
0
0
0
0
0
M
I
G
D
O
T
C
O
G
T
A
V
a
r
i
o
u
s
r
R
o
a
d
s
R
N
M
P
2
5
1
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
G
R
A
V
E
L
R
O
A
D
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
M
B
U
C
W
A
N
A
R
D
-
o
f
f
D
1
1
3
5
U
P
G
R
A
D
E
U
p
g
r
a
d
e
1
.
7
k
m
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
5
2
0
1
,
8
0
0
,
0
0
0
0
0
M
I
G
1
169
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
D
E
S
I
G
N
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
-
L
I
N
D
L
E
L
A
-
D
1
1
2
8
-
6
,
9
k
m
(
P
h
a
s
e
1
,
2
a
n
d
3
)
-
C
l
l
r
P
r
i
o
r
i
t
y
P
r
o
j
e
c
t
C
o
n
s
t
r
u
c
t
6
.
9
k
m
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
-
i
n
g
i
n
t
w
o
p
h
a
s
e
s
R
N
M
P
2
5
3
5
,
0
0
0
,
0
0
0
0
1
0
,
0
0
0
,
0
0
0
0
0
M
I
G
5
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
D
S
-
V
U
L
I
N
D
L
E
L
A
-
D
1
1
3
9
-
2
,
1
k
m
U
p
g
r
a
d
e
2
.
1
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
5
4
0
0
2
0
0
,
0
0
0
1
,
3
0
0
,
0
0
0
0
C
N
L
8
U
p
g
r
a
d
e
o
f
H
l
u
b
i
R
d
,
N
k
o
s
i
R
d
,
N
t
o
m
b
e
l
a
R
d
,
D
.
S
h
e
z
i
R
d
,
N
s
h
i
n
g
i
l
a
R
d
&
M
p
u
n
g
o
s
e
R
d
-
R
N
M
P
2
5
5
0
5
0
0
,
0
0
0
8
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
D
E
S
I
G
N
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
-
L
I
N
D
L
E
L
A
-
D
1
1
2
2
-
8
,
5
k
m
U
p
g
r
a
d
e
d
e
s
i
g
n
o
f
8
.
5
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
i
n
p
h
a
s
e
s
R
N
M
P
2
5
6
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
M
I
G
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
M
T
H
A
L
A
N
E
R
O
A
D
-
D
2
0
6
9
U
p
g
r
a
d
e
3
.
5
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
-
f
a
c
i
n
g
i
n
p
h
a
s
e
s
R
N
M
P
2
5
7
0
6
,
0
0
0
,
0
0
0
7
,
0
0
0
,
0
0
0
0
0
M
I
G
2
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
E
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
K
H
O
Z
A
R
D
U
P
G
R
A
D
E
U
p
g
r
a
d
e
1
.
0
K
m
i
n
t
o
s
u
r
f
a
c
e
d
r
o
a
d
R
N
M
P
2
5
8
0
1
,
5
0
0
,
0
0
0
0
0
0
M
I
G
4
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
S
I
M
E
L
A
N
E
R
O
A
D
U
P
G
R
A
D
E
-
0
.
4
k
m
T
o
f
o
r
m
,
s
h
a
p
e
a
n
d
g
r
a
v
e
l
0
,
4
k
m
o
f
r
o
a
d
R
N
M
P
2
5
9
0
6
0
0
,
0
0
0
0
0
0
M
I
G
1
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
M
a
g
a
b
a
R
o
a
d
E
D
E
N
-
D
A
L
E
-
W
A
R
D
1
0
-
1
,
8
5
k
m
U
p
g
r
a
d
i
n
g
o
f
1
.
8
5
k
m
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
6
0
0
0
0
0
0
M
I
G
1
1
G
r
a
v
s
e
a
l
a
n
d
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
/
G
R
A
V
S
E
A
L
R
O
A
D
S
-
E
D
E
N
-
D
A
L
E
-
T
a
f
u
l
e
n
i
R
o
a
d
-
1
.
2
k
m
U
p
g
r
a
d
i
n
g
o
f
1
.
2
k
m
g
r
a
v
s
e
a
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
6
1
0
0
0
0
0
M
I
G
1
1
G
r
a
v
e
l
R
o
a
d
H
O
R
S
E
-
S
H
O
E
R
O
A
D
S
I
N
I
M
B
A
L
I
T
o
u
p
g
r
a
d
e
1
.
5
k
m
o
f
g
r
a
v
e
l
h
o
r
s
e
-
s
h
o
e
r
o
a
d
s
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
6
2
1
,
0
0
0
,
0
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
0
M
I
G
1
5
1
9
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
1
-
1
6
k
m
(
3
m
w
i
d
e
A
c
c
e
s
s
r
o
a
d
s
)
U
p
g
r
a
d
i
n
g
o
f
1
6
k
m
o
f
3
m
a
c
c
e
s
s
p
a
s
s
a
g
e
s
/
r
o
a
d
s
i
n
c
o
n
c
r
e
t
e
r
o
a
d
s
R
N
M
P
2
6
3
0
8
0
0
,
0
0
0
8
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
1
1
N
a
r
r
o
w
r
o
a
d
a
n
d
a
l
o
w
b
r
i
d
g
e
b
e
l
o
w
1
.
2
0
?
o
o
d
l
i
n
e
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
S
T
A
-
T
I
O
N
R
O
A
D
[
n
e
x
t
t
o
G
e
o
r
g
e
-
t
o
w
n
H
i
g
h
S
c
h
o
o
l
]
(
R
a
i
s
e
&
W
i
d
e
n
t
h
e
b
r
i
d
g
e
w
i
t
h
a
s
s
o
c
i
a
t
e
d
r
o
a
d
w
o
r
k
s
)
T
o
u
p
g
r
a
d
e
t
h
e
u
n
s
a
f
e
e
x
i
s
t
i
n
g
c
u
l
v
e
r
t
a
b
o
v
e
t
h
e
1
.
2
0
?
o
o
d
l
i
n
e
.
W
i
d
e
n
t
h
e
r
o
a
d
t
o
6
m
.
I
m
p
r
o
v
e
t
h
e
a
s
s
o
c
i
a
t
e
d
r
o
a
d
-
w
o
r
k
s
o
n
b
o
t
h
a
p
p
r
o
a
c
h
e
s
R
N
M
P
2
6
4
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
0
M
I
G
1
1
170
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
H
L
A
T
H
I
N
I
R
D
-
1
.
9
k
m
C
o
m
p
l
e
t
e
1
.
9
K
m
o
f
r
o
a
d
b
y
J
u
n
e
2
0
1
3
R
N
M
P
2
6
5
3
,
5
0
0
,
0
0
0
0
0
0
0
M
I
G
1
1
G
r
a
v
s
e
a
l
a
n
d
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
D
S
-
E
D
N
-
W
A
R
D
1
2
-
M
O
S
-
C
O
W
-
4
,
0
k
m
-
Z
a
b
a
z
o
m
u
z
i
R
d
,
M
n
g
o
m
a
R
d
,
Z
w
a
n
e
R
d
-
M
O
S
-
C
O
W
A
R
E
A
R
D
S
U
p
g
r
a
d
i
n
g
o
f
4
.
0
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
w
i
t
h
a
s
s
o
-
c
i
a
t
e
d
s
t
o
r
m
w
a
t
e
r
R
N
M
P
2
6
6
4
0
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
M
I
G
1
2
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
-
T
E
R
F
A
L
L
R
D
U
p
g
r
a
d
i
n
g
o
f
0
.
9
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
w
i
t
h
a
s
s
o
c
i
a
t
e
d
s
t
o
r
m
w
a
t
e
r
R
N
M
P
2
6
7
3
,
0
0
0
,
0
0
0
0
0
0
0
M
I
G
1
2
G
r
a
v
e
l
r
o
a
d
a
n
d
E
r
o
d
i
n
g
b
a
n
k
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
W
I
L
L
O
W
F
O
U
N
T
A
I
N
W
I
L
L
O
W
F
O
N
T
E
I
N
R
O
A
D
(
M
A
I
N
R
O
A
D
E
X
T
E
N
S
I
O
N
P
A
S
S
T
E
R
M
I
N
U
S
)
-
3
.
5
k
m
U
p
g
r
a
d
i
n
g
o
f
3
.
5
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
w
i
t
h
a
s
s
o
c
i
a
t
e
d
b
a
n
k
p
r
o
t
e
c
t
i
o
n
R
N
M
P
2
6
8
0
0
6
,
5
0
0
,
0
0
0
0
0
M
I
G
1
4
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
V
U
B
A
M
A
S
I
R
D
U
p
g
r
a
d
i
n
g
o
f
V
u
b
a
m
a
s
i
R
o
a
d
t
o
a
n
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
R
N
M
P
2
6
9
0
0
0
0
0
M
I
G
1
5
G
r
a
v
e
l
R
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
6
-
8
,
0
k
m
-
S
e
n
t
i
R
d
,
S
b
h
o
m
o
r
o
R
d
,
K
h
a
w
u
l
a
R
d
-
D
a
m
b
u
z
a
A
r
e
a
-
T
h
u
l
a
n
i
R
d
-
U
n
i
t
J
S
b
h
o
m
o
r
o
R
o
a
d
-
U
p
g
r
a
d
i
n
g
o
f
8
.
0
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
7
0
0
1
,
0
0
0
,
0
0
0
0
0
0
M
I
G
1
6
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
a
c
h
i
-
b
i
s
a
/
D
a
m
b
u
z
a
R
o
a
d
s
-
P
h
a
s
e
2
U
p
g
r
a
d
i
n
g
o
f
5
.
0
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
r
o
a
d
s
R
N
M
P
2
7
1
8
,
0
0
0
,
0
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
M
I
G
2
1
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
U
n
i
t
P
i
n
t
e
r
n
a
l
R
o
a
d
s
-
P
h
a
s
e
2
U
p
g
r
a
d
i
n
g
o
f
4
.
5
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
r
o
a
d
R
N
M
P
2
7
2
3
0
0
,
0
0
0
0
9
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
M
I
G
1
8
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
a
l
a
l
a
R
o
a
d
-
2
.
0
k
m
T
o
u
p
g
r
a
d
e
2
.
0
k
m
M
a
l
a
l
a
R
o
a
d
R
N
M
P
2
7
3
0
3
0
0
0
0
0
0
5
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
0
M
I
G
5
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
7
-
1
,
4
k
m
-
K
a
n
c
a
n
c
e
K
a
n
c
a
n
e
T
u
c
k
S
h
o
p
R
d
,
S
i
b
u
k
o
s
e
z
w
e
R
d
,
R
o
a
d
n
e
s
t
t
o
Z
o
n
d
i
S
t
o
r
e
-
N
e
w
R
o
a
d
I
m
b
a
l
i
U
n
i
t
1
3
C
o
n
s
t
r
u
c
t
a
n
e
w
r
o
a
d
-
0
.
9
k
m
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
7
4
0
0
3
,
2
0
0
,
0
0
0
0
0
M
I
G
1
7
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
C
a
l
u
z
a
T
/
s
h
i
p
R
o
a
d
s
E
D
E
N
D
A
L
E
-
W
A
R
D
2
0
-
8
,
7
k
m
U
p
g
r
a
d
i
n
g
o
f
0
.
9
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
7
5
0
0
1
,
4
0
0
,
0
0
0
0
0
M
I
G
2
0
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
B
A
N
-
J
W
A
R
D
-
2
,
0
k
m
U
p
g
r
a
d
i
n
g
o
f
2
.
0
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
R
N
M
P
2
7
6
0
0
1
,
5
0
0
,
0
0
0
0
0
M
I
G
2
0
171
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
H
A
R
E
-
W
O
O
D
R
D
-
2
,
0
k
m
U
p
g
r
a
d
i
n
g
o
f
2
.
0
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
R
N
M
P
2
7
7
0
0
2
5
0
,
0
0
0
2
,
3
2
5
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
2
0
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
2
2
-
8
,
4
k
m
N
a
t
s
h
i
R
d
,
H
a
d
e
b
e
R
d
,
D
i
p
i
n
i
R
d
,
T
h
u
l
a
R
d
,
H
l
e
n
g
w
a
R
d
,
B
h
u
l
a
R
d
,
M
t
h
e
t
h
o
m
u
s
h
a
R
d
,
M
a
v
i
m
b
e
l
a
R
d
,
T
h
u
s
i
R
d
,
B
u
d
i
R
d
,
(
C
o
n
s
t
r
.
M
t
h
e
t
h
o
m
u
s
h
a
R
d
i
n
2
0
1
1
/
1
2
)
U
p
g
r
a
d
i
n
g
o
f
M
t
h
e
t
h
o
m
u
s
h
a
R
o
a
d
-
0
.
7
k
m
f
r
o
m
g
r
a
v
e
l
t
o
a
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
7
8
0
9
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
0
0
,
0
0
0
M
I
G
2
2
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
2
3
-
A
S
H
D
O
W
N
-
5
,
0
k
m
-
B
H
E
K
U
Z
U
L
U
,
G
C
A
L
E
K
A
R
D
S
U
p
g
r
a
d
e
B
h
e
k
u
-
z
u
l
&
G
c
a
l
e
k
a
r
o
a
d
s
f
r
o
m
g
r
a
v
e
l
r
o
a
d
s
t
o
a
n
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
-
1
.
0
k
m
R
N
M
P
2
7
9
1
,
5
0
0
,
0
0
0
0
0
0
0
M
I
G
2
3
I
n
t
e
r
n
a
l
G
r
a
v
e
l
r
o
a
d
B
A
C
K
L
O
G
T
O
N
E
W
R
D
S
&
S
/
W
&
U
P
G
R
A
D
E
O
F
E
X
I
S
T
-
I
N
G
S
U
B
S
T
A
N
D
A
R
D
L
O
W
-
C
O
S
T
H
O
U
S
I
N
G
-
H
A
N
I
V
I
L
L
E
U
p
g
r
a
d
e
6
.
0
k
m
o
f
H
a
n
n
i
v
i
l
l
e
i
n
t
e
r
n
a
l
g
r
a
v
e
l
r
o
a
d
s
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
i
n
p
h
a
s
e
s
R
N
M
P
2
8
0
0
2
,
0
0
0
,
0
0
0
1
2
0
,
0
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
2
9
R
o
a
d
s
-
A
s
s
e
t
M
a
n
-
a
g
e
m
e
t
n
P
l
a
n
(
A
M
P
)
-
D
e
v
e
l
o
p
e
d
i
n
2
0
0
7
-
m
u
s
t
b
e
u
p
d
a
t
e
d
e
v
e
r
y
5
y
e
a
r
s
R
O
A
D
R
E
S
U
R
F
A
C
I
N
G
-
P
M
S
-
P
r
o
j
e
c
t
s
t
o
b
e
a
d
v
i
s
e
d
a
n
d
p
r
i
o
r
i
-
t
i
s
e
d
a
c
c
o
r
d
i
n
g
t
o
t
h
e
r
e
s
u
l
t
s
o
f
t
h
e
R
o
a
d
s
C
o
n
d
i
t
i
o
n
A
s
s
e
s
s
m
e
n
t
.
T
o
u
p
d
a
t
e
t
h
e
R
o
a
d
s
A
s
s
e
t
M
a
n
-
a
g
e
m
e
n
t
P
l
a
n
R
N
M
P
2
8
1
0
1
,
0
0
0
,
0
0
0
0
0
0
C
N
L
V
A
R
I
O
U
S
U
n
k
n
o
w
n
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
M
S
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
r
o
a
d
s
a
s
p
e
r
a
p
-
p
r
o
v
e
d
p
l
a
n
R
N
M
P
2
8
2
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
T
H
E
M
B
A
L
I
H
L
E
-
T
A
M
B
O
-
V
I
L
L
E
C
U
L
V
E
R
T
A
N
D
L
I
N
K
R
O
A
D
R
N
M
P
2
8
3
3
9
4
5
0
0
T
o
b
e
a
d
v
i
s
e
d
U
p
g
r
a
d
e
K
w
a
N
y
a
m
a
z
a
n
e
R
o
a
d
s
R
N
M
P
2
8
4
5
0
0
,
0
0
0
T
o
b
e
a
d
v
i
s
e
d
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
B
U
S
R
O
U
T
E
7
8
-
S
L
A
N
G
S
P
R
U
I
T
C
o
n
s
t
r
u
c
t
1
.
1
k
m
o
f
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
5
0
0
3
,
0
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
0
M
I
G
1
3
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
T
H
R
O
U
G
H
B
I
S
L
E
Y
G
A
M
E
R
E
S
E
R
V
E
-
A
L
M
O
N
D
B
A
N
K
S
D
E
V
E
L
O
P
M
E
N
T
-
R
O
A
D
.
T
o
u
p
g
r
a
d
e
1
.
2
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
6
0
0
0
0
0
M
I
G
3
6
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
T
H
R
O
U
G
H
B
I
S
L
E
Y
G
A
M
E
R
E
S
E
R
V
E
-
A
L
M
O
N
D
B
A
N
K
S
D
E
V
E
L
O
P
M
E
N
T
-
R
O
A
D
.
T
o
u
p
g
r
a
d
e
1
.
2
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
7
8
7
5
,
0
0
0
0
0
0
0
D
E
V
C
O
N
T
R
3
6
U
p
g
r
a
d
i
n
g
o
f
P
1
2
0
-
M
a
i
n
R
o
a
d
t
h
r
o
u
g
h
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
R
N
M
P
2
8
8
2
,
0
0
0
,
0
0
0
0
C
N
L
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
R
N
M
P
2
8
9
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
2
,
0
0
0
,
0
0
0
C
N
L
172
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
D
i
r
t
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
A
S
T
W
O
O
D
-
L
I
N
K
R
O
A
D
B
E
T
W
E
E
N
T
H
E
M
B
A
L
I
H
L
E
&
T
A
M
B
O
V
I
L
L
E
U
p
g
r
a
d
e
0
.
6
k
m
o
f
d
i
r
t
r
o
a
d
t
o
a
s
u
r
f
a
c
e
d
r
o
a
d
,
i
n
c
l
u
d
i
n
g
b
r
i
d
g
e
R
N
M
P
2
9
0
0
0
3
,
5
0
0
,
0
0
0
0
0
C
N
L
3
4
G
r
a
v
e
l
r
o
a
d
R
E
C
O
N
S
T
R
U
C
T
I
O
N
O
F
R
O
A
D
S
-
L
E
S
T
E
R
B
R
O
W
N
L
I
N
K
R
D
.
U
p
g
r
a
d
i
n
g
o
f
1
.
3
2
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
n
i
n
d
u
s
t
r
i
a
l
s
u
r
f
a
c
e
s
t
a
n
d
a
r
d
R
N
M
P
2
9
1
0
0
0
0
0
O
W
N
E
R
C
O
N
T
R
3
6
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
C
O
P
E
S
-
V
I
L
L
E
D
R
I
V
E
T
o
p
r
o
v
i
d
e
0
.
5
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
2
0
0
0
0
0
M
I
G
2
9
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
S
O
B
A
N
T
U
T
o
p
r
o
v
i
d
e
1
.
0
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
3
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
M
I
G
3
5
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
C
E
N
T
R
A
L
A
R
E
A
S
T
o
p
r
o
v
i
d
e
3
.
1
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
4
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
N
O
R
T
H
-
E
R
N
A
R
E
A
S
(
W
O
O
D
L
A
N
D
S
,
N
O
R
T
H
D
A
L
E
,
E
T
C
)
T
o
p
r
o
v
i
d
e
3
.
0
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
5
0
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
G
R
E
A
T
E
R
E
D
E
N
D
A
L
E
T
o
p
r
o
v
i
d
e
1
0
k
m
f
o
o
t
p
a
t
h
s
i
n
t
h
e
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
,
I
m
b
a
l
i
,
e
t
c
.
a
r
e
a
s
p
e
r
N
M
T
P
l
a
n
R
N
M
P
2
9
6
0
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
P
e
d
e
s
t
r
i
a
n
F
o
o
t
-
b
r
i
d
g
e
s
P
E
D
E
S
T
R
I
A
N
F
O
O
T
B
R
I
D
G
E
S
&
S
E
W
E
R
P
I
P
E
C
R
O
S
S
I
N
G
-
C
A
L
U
Z
A
N
e
w
f
o
o
t
b
r
i
d
g
e
a
n
d
s
e
w
e
r
p
i
p
e
s
u
p
p
o
r
t
i
n
C
a
l
u
z
a
R
N
M
P
2
9
7
0
0
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
0
C
N
L
U
p
g
r
a
d
e
S
t
a
t
i
o
n
R
o
a
d
B
r
i
d
g
e
-
E
I
A
&
D
e
s
i
g
n
U
p
d
a
t
e
R
N
M
P
2
9
8
2
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
I
n
a
d
e
q
u
a
t
e
s
t
o
r
m
w
a
-
t
e
r
d
r
a
i
n
a
g
e
s
y
s
t
e
m
U
P
G
R
A
D
E
S
T
O
R
M
W
A
T
E
R
D
R
A
I
N
A
G
E
A
L
O
N
G
D
A
M
-
B
U
Z
A
R
O
A
D
I
N
C
L
.
C
H
A
N
E
L
T
H
E
S
H
O
P
S
-
E
S
T
E
Z
I
U
p
g
r
a
d
e
s
t
o
r
m
-
w
a
t
e
r
d
r
a
i
n
a
g
e
s
y
s
t
e
m
i
n
D
a
m
-
b
u
z
a
R
o
a
d
R
N
M
P
2
9
9
0
1
5
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
o
f
C
B
D
o
w
n
e
s
R
o
a
d
R
N
M
P
3
0
0
5
0
0
,
0
0
0
P
o
o
r
q
u
a
l
i
t
y
a
n
d
d
i
s
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
y
s
t
e
m
a
n
d
f
a
c
i
l
i
t
i
e
s
I
N
T
E
G
R
A
T
E
D
R
A
P
I
D
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
N
E
T
W
O
R
K
(
I
R
P
T
N
)
P
L
A
N
N
I
N
G
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
o
p
e
r
a
t
i
o
n
a
l
n
e
t
-
w
o
r
k
p
l
a
n
R
N
M
P
3
0
1
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
3
5
,
0
0
0
,
0
0
0
5
0
,
0
0
0
0
D
O
T
A
L
L
S
u
r
f
a
c
e
d
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
N
E
W
E
N
G
-
L
A
N
D
R
O
A
D
P
H
A
S
E
2
T
o
w
i
d
e
n
1
.
5
k
m
o
f
N
e
w
E
n
g
l
a
n
d
R
o
a
d
t
o
a
c
h
i
e
v
e
2
l
a
n
e
s
i
n
b
o
t
h
d
i
r
e
c
t
i
o
n
s
f
r
o
m
R
i
d
g
e
t
o
B
o
s
h
o
f
f
R
o
a
d
R
N
M
P
3
0
2
9
,
4
0
0
,
0
0
0
0
0
0
0
C
O
G
T
A
3
3
173
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
-
n
a
n
c
e
w
i
t
h
r
e
g
a
r
d
t
o
r
o
a
d
s
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
r
o
a
d
s
.
S
p
o
r
a
d
i
c
m
a
i
n
-
t
a
i
n
e
n
c
e
v
o
l
u
m
e
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
r
e
p
o
r
t
e
d
A
p
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
r
o
a
d
s
d
a
s
e
d
o
n
5
%
r
e
d
u
c
t
i
o
n
o
f
m
a
i
n
t
a
i
n
e
n
c
e
b
a
c
k
l
o
g
s
R
N
M
P
3
0
3
0
0
5
0
0
0
0
0
0
0
5
5
0
0
0
0
0
0
6
0
0
0
0
0
0
0
C
N
L
V
a
r
i
o
u
s
U
p
g
r
a
d
e
N
3
/
C
h
o
t
a
M
o
t
a
l
a
I
n
t
e
r
-
c
h
a
n
g
e
R
N
M
P
3
0
4
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
R
N
M
P
3
0
5
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
P
O
T
H
O
L
E
R
E
-
P
A
I
R
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
3
0
/
D
A
Y
9
9
0
K
M
R
N
M
P
3
0
6
0
\
2
,
2
3
0
,
1
5
0
2
,
3
4
1
,
6
5
0
2
,
4
5
8
,
7
4
0
2
5
,
8
1
6
,
7
4
0
V
E
R
G
E
I
N
F
R
A
-
S
T
R
U
C
T
U
R
E
R
E
P
A
I
R
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
2
0
/
M
N
T
H
R
N
M
P
3
0
7
0
0
1
,
1
9
1
,
1
1
0
1
,
2
5
0
,
6
6
0
1
,
3
1
3
,
2
0
0
1
,
3
7
8
,
8
6
0
S
T
R
E
A
M
O
V
E
R
-
G
R
O
W
T
H
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
1
0
0
m
/
M
N
T
H
R
N
M
P
3
0
8
0
0
3
,
8
3
1
,
9
8
0
4
,
0
2
3
,
5
7
0
4
,
2
2
4
,
7
5
0
4
,
4
3
5
,
9
9
0
C
L
E
A
R
I
N
G
C
A
T
C
H
P
I
T
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
5
/
D
A
Y
R
N
M
P
3
0
9
0
R
A
I
L
W
A
Y
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
O
n
a
n
e
e
d
b
a
s
i
s
R
N
M
P
3
1
0
0
0
1
,
1
0
5
,
9
0
0
1
,
1
6
1
,
2
0
0
1
,
2
1
9
,
2
6
0
1
,
2
8
0
,
2
2
0
G
R
A
V
E
L
R
O
A
D
S
M
A
I
N
T
E
N
A
N
C
E
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
3
K
M
/
D
A
Y
3
7
5
K
M
R
N
M
P
3
1
1
0
0
1
2
,
3
7
4
,
0
0
0
1
,
2
9
9
,
2
7
0
1
,
3
6
4
,
2
3
0
1
,
4
3
2
,
4
4
0
P
l
a
n
n
e
w
r
o
a
d
s
N
o
n
e
P
r
e
p
a
r
e
a
n
e
w
p
r
o
j
e
c
t
p
l
a
n
f
o
r
r
o
a
d
s
A
p
r
e
p
a
r
e
d
n
e
w
p
r
o
j
e
c
t
p
l
a
n
f
o
r
r
o
a
d
s
.
(
R
1
2
m
i
l
l
/
y
e
a
r
o
v
e
r
t
h
e
n
e
x
t
1
0
y
e
a
r
s
)
R
N
M
P
3
1
2
0
0
1
2
0
0
0
0
0
0
1
2
0
0
0
0
0
0
1
2
0
0
0
0
0
0
C
N
L
&
C
O
G
T
A
V
a
r
i
o
u
s
R
e
-
a
l
i
g
n
e
d
4
w
a
y
i
n
t
e
r
s
e
c
t
i
o
n
M
i
s
-
a
l
i
g
n
e
d
I
n
t
e
r
s
e
c
-
t
i
o
n
r
e
s
u
l
t
i
n
g
t
o
p
o
o
r
t
r
a
f
?
c
?
o
w
S
U
T
H
E
R
L
A
N
D
/
E
D
E
N
D
A
L
E
R
D
I
N
T
E
R
S
E
C
T
I
O
N
R
E
-
A
L
I
G
N
M
E
N
T
A
l
i
g
n
i
n
t
e
r
s
e
c
t
i
o
n
t
o
i
m
p
r
o
v
e
t
r
a
f
?
c
?
o
w
R
N
M
P
3
1
3
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
1
6
C
o
m
p
l
e
t
e
b
a
s
i
c
p
l
a
n
n
i
n
g
t
o
?
x
r
o
u
t
e
l
o
c
a
t
i
o
n
f
o
r
f
u
t
u
r
e
r
o
a
d
n
e
t
w
o
r
k
e
x
p
a
n
-
s
i
o
n
b
y
J
u
n
e
2
0
1
2
U
n
c
o
n
?
r
m
e
d
r
o
u
t
e
B
E
L
L
E
V
U
E
D
I
S
T
R
I
B
U
T
O
R
C
o
n
?
r
m
a
n
d
r
e
s
e
r
v
e
r
o
u
t
e
l
o
c
a
t
i
o
n
f
o
r
f
u
t
u
r
e
r
o
a
d
n
e
t
w
o
r
k
R
N
M
P
3
1
4
0
0
3
0
0
,
0
0
0
0
0
C
N
L
3
6
C
o
n
s
t
r
u
c
t
2
.
0
k
m
l
i
n
k
r
o
a
d
b
y
D
e
c
e
m
-
b
e
r
2
0
1
2
L
o
n
g
t
r
a
v
e
l
t
i
m
e
b
e
t
w
e
e
n
O
t
t
o
s
B
l
u
f
f
a
n
d
W
a
r
d
2
5
O
T
T
O
S
B
L
U
F
F
C
O
N
N
O
R
R
D
L
I
N
K
P
r
o
v
i
d
e
a
l
i
n
k
r
o
a
d
R
N
M
P
3
1
5
0
0
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
0
C
N
L
&
C
O
G
T
A
2
5
&
2
8
C
o
n
s
t
u
c
t
a
n
e
w
0
.
5
k
m
r
o
a
d
,
o
n
?
l
l
m
a
t
e
r
i
a
l
,
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
b
y
D
e
c
e
m
-
b
e
r
2
0
1
2
C
o
n
s
t
r
u
c
t
S
t
r
e
e
t
e
x
t
e
n
s
i
o
n
-
0
.
5
k
m
B
U
R
G
E
R
S
T
R
E
E
T
E
X
T
E
N
-
S
I
O
N
-
0
.
5
K
M
C
o
n
s
t
r
u
c
t
a
0
.
5
k
m
n
e
w
r
o
a
d
o
n
a
?
l
l
m
a
t
e
r
i
a
l
t
o
a
n
a
s
p
h
a
l
t
?
n
i
s
h
i
n
g
R
N
M
P
3
1
6
0
0
1
2
,
0
0
0
,
0
0
0
0
0
C
N
L
&
C
O
G
T
A
2
7
R
o
a
d
S
a
f
e
t
y
T
r
a
f
?
c
c
a
l
m
i
n
g
m
e
a
-
s
u
r
e
s
c
o
n
s
t
r
u
c
t
e
d
S
p
e
e
d
i
n
g
V
e
h
i
c
l
e
s
T
R
A
F
F
I
C
C
A
L
M
I
N
G
P
r
o
v
i
d
e
T
r
a
f
?
c
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
t
o
c
u
r
b
R
N
M
P
3
1
7
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
0
0
C
N
L
A
L
L
T
r
a
f
?
c
s
i
g
n
a
l
s
P
o
o
r
t
r
a
f
?
c
?
o
w
I
N
T
E
R
S
E
C
T
I
O
N
C
O
N
T
R
O
L
S
:
T
R
A
F
F
I
C
S
I
G
N
A
L
S
U
p
g
r
a
d
e
a
n
d
i
n
s
t
a
l
l
n
e
w
t
r
a
f
?
c
s
i
g
n
a
l
s
t
o
i
m
p
r
o
v
e
t
r
a
f
?
c
?
o
w
R
N
M
P
3
1
8
3
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
0
C
N
L
V
A
R
I
O
U
S
174
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
a
f
e
p
e
d
e
s
t
r
i
a
n
c
r
o
s
s
i
n
g
f
a
c
i
l
i
t
i
e
s
P
o
o
r
P
e
d
e
s
t
r
i
a
n
s
a
f
e
t
y
H
O
L
I
S
T
I
C
P
E
D
E
S
T
R
I
A
N
S
A
F
E
T
Y
I
N
T
E
R
V
E
N
T
I
O
N
I
N
C
H
U
R
C
H
/
C
O
M
M
E
R
C
I
A
L
S
T
R
E
E
T
S
I
N
T
E
R
S
E
C
T
I
O
N
P
r
o
v
i
d
e
s
a
f
e
p
e
-
d
e
s
t
r
i
a
n
c
r
o
s
s
i
n
g
f
a
c
i
l
i
t
i
e
s
R
N
M
P
3
1
9
0
0
3
0
0
,
0
0
0
5
0
0
,
0
0
0
0
C
N
L
2
7
u
p
d
a
t
e
d
t
r
a
f
?
c
c
o
u
n
t
s
d
a
t
a
b
a
s
e
O
u
t
d
a
t
e
d
t
r
a
f
?
c
c
o
u
n
t
s
f
o
r
p
l
a
n
n
i
n
g
T
R
A
F
F
I
C
C
O
U
N
T
S
D
A
T
A
-
B
A
S
E
c
o
n
d
u
c
t
t
r
a
f
?
c
c
o
u
n
t
s
t
o
h
a
v
e
a
c
c
u
r
a
t
e
t
r
a
f
?
c
s
t
a
t
i
s
t
i
c
s
f
o
r
p
l
a
n
-
n
i
n
g
R
N
M
P
3
2
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
C
N
L
/
D
O
T
V
A
R
I
O
U
S
P
u
b
l
i
c
T
r
a
n
s
p
o
r
t
P
r
o
v
i
d
e
h
o
l
d
i
n
g
a
r
e
a
t
o
a
l
l
e
v
i
a
t
e
c
o
n
g
e
s
t
i
o
n
C
o
n
g
e
s
t
i
o
n
a
t
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
f
a
c
i
l
i
t
e
s
a
m
d
C
B
D
s
t
r
e
e
t
s
B
R
O
O
K
S
I
D
E
H
O
L
D
I
N
G
A
R
E
A
P
r
o
v
i
d
e
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
h
o
l
d
i
n
g
a
r
e
a
R
N
M
P
3
2
1
0
2
,
0
0
0
,
0
0
0
0
0
C
N
L
/
D
O
T
3
3
L
a
y
b
y
s
f
o
r
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
t
o
p
p
i
n
g
o
f
f
t
h
e
r
o
a
d
L
a
c
k
o
f
p
u
b
l
i
c
t
r
a
n
s
-
p
o
r
t
s
t
o
p
p
i
n
g
a
r
e
a
s
o
f
f
t
h
e
r
o
a
d
s
L
A
Y
B
Y
S
P
r
o
v
i
d
e
l
a
y
b
y
s
R
N
M
P
3
2
2
0
0
3
0
0
,
0
0
0
2
0
0
,
0
0
0
0
C
N
L
A
L
L
S
t
r
a
t
e
y
t
o
r
e
g
u
l
a
t
e
m
e
t
e
r
t
a
x
i
o
p
e
r
a
-
t
i
o
n
s
I
l
l
e
g
a
l
o
p
e
r
a
t
i
o
n
s
a
n
d
p
a
r
k
i
n
g
o
f
m
e
t
e
r
t
a
x
i
s
i
n
t
h
e
C
B
D
M
E
T
E
R
T
A
X
I
S
T
U
D
Y
R
e
g
u
l
a
t
i
o
n
o
f
M
e
t
e
r
t
a
x
i
s
R
N
M
P
3
2
3
0
0
5
0
0
,
0
0
0
0
0
C
N
L
/
D
O
T
A
L
L
2
5
B
u
s
s
t
o
p
s
h
e
l
t
e
r
s
c
o
n
s
t
r
u
c
t
e
d
L
a
c
k
o
f
s
h
e
l
t
e
r
f
o
r
c
o
m
m
u
t
e
r
s
f
r
o
m
a
d
v
e
r
s
e
w
e
a
t
h
e
r
B
U
S
S
H
E
L
T
E
R
S
P
r
o
v
i
d
e
±
2
5
b
u
s
s
t
o
p
s
h
e
l
t
e
r
s
p
e
r
y
e
a
r
R
N
M
P
3
2
4
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
D
O
T
V
A
R
I
O
U
S
U
p
g
r
a
d
e
f
a
c
i
l
i
t
i
e
s
w
i
t
h
s
h
e
l
t
e
r
,
a
b
l
u
-
t
i
o
n
f
a
c
i
l
i
t
i
e
s
a
n
d
o
t
h
e
r
a
m
e
n
i
t
i
e
s
f
o
r
u
s
e
r
s
P
o
o
r
c
o
n
d
i
t
i
o
n
s
o
f
f
a
c
i
l
i
t
i
e
s
a
n
d
l
a
c
k
o
f
s
h
e
l
t
e
r
a
n
d
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
U
P
G
R
A
D
I
N
G
O
F
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
F
A
C
I
L
I
T
I
E
S
I
N
T
H
E
C
B
D
A
R
E
A
U
p
g
r
a
d
e
t
h
e
f
a
-
c
i
l
i
t
i
e
s
t
o
i
m
p
r
o
v
e
c
o
n
d
i
t
i
o
n
s
R
N
M
P
3
2
5
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
A
L
L
O
p
e
r
a
t
i
o
n
a
l
N
e
t
-
w
o
r
k
P
l
a
n
f
o
r
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
n
e
t
w
o
r
k
.
P
o
o
r
q
u
a
l
i
t
y
a
n
d
d
i
s
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
y
s
t
e
m
a
n
d
f
a
c
i
l
i
t
e
s
I
N
T
E
G
R
A
T
E
D
R
A
P
I
D
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
N
E
T
W
O
R
K
(
I
R
P
T
N
)
P
L
A
N
N
I
N
G
D
e
v
e
l
o
p
a
n
c
o
m
p
r
e
h
e
n
s
i
v
e
o
p
e
r
a
t
i
o
n
a
l
n
e
t
-
w
o
r
k
p
l
a
n
R
N
M
P
3
2
6
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
0
5
0
,
0
0
0
0
D
O
T
A
L
L
G
r
a
v
e
l
R
o
a
d
s
T
o
o
m
a
n
y
D
e
t
e
r
m
i
n
e
t
h
e
b
a
c
k
l
o
g
o
f
g
r
a
v
e
l
r
o
a
d
s
t
o
b
e
u
p
g
r
a
d
e
d
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
t
o
r
e
d
u
c
e
n
u
m
b
e
r
o
f
g
r
a
v
e
l
r
o
a
d
s
.
B
a
c
k
l
o
g
i
s
e
s
t
i
m
a
t
e
d
t
o
b
e
9
1
2
k
m
b
u
t
i
n
c
r
e
a
s
i
n
g
y
e
a
r
l
y
.
A
p
r
e
p
a
r
e
d
p
l
a
n
t
o
r
e
d
u
c
e
n
u
m
b
e
r
o
f
g
r
a
v
e
l
r
o
a
d
s
.
T
o
r
e
d
u
c
e
t
h
i
s
b
a
c
k
l
o
g
a
n
a
m
o
u
n
t
o
f
(
R
3
,
6
m
i
l
l
/
k
m
x
9
1
2
k
m
)
=
R
3
,
2
8
b
i
l
l
i
s
r
e
q
u
i
r
e
d
.
T
h
i
s
t
r
a
n
s
l
a
t
e
s
t
o
R
1
0
9
,
4
m
i
l
l
/
y
e
a
r
o
v
e
r
3
0
y
e
a
r
h
o
r
i
z
o
n
.
R
N
M
P
3
2
7
0
0
1
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
M
I
G
C
N
L
O
T
H
E
R
V
a
r
i
o
u
s
R
o
a
d
C
a
l
m
i
n
g
E
s
t
a
b
l
i
s
h
a
r
e
a
s
r
e
q
u
i
r
i
n
g
r
o
a
d
c
a
l
m
i
n
g
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
t
o
i
n
t
r
o
d
u
c
e
r
o
a
d
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
a
t
h
o
t
s
p
o
t
s
E
s
t
a
b
l
i
s
h
e
d
a
r
e
a
s
r
e
q
u
i
r
i
n
g
r
o
a
d
c
a
l
m
i
n
g
a
n
d
p
r
e
p
a
r
e
d
p
l
a
n
t
o
i
n
t
r
o
d
u
c
e
r
o
a
d
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
a
t
h
o
t
s
p
o
t
s
R
N
M
P
3
2
8
0
0
1
5
0
0
0
0
0
1
5
0
0
0
0
0
1
5
0
0
0
0
0
C
N
L
V
a
r
i
o
u
s
175
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
u
b
l
i
c
W
o
r
k
s
B
u
i
l
d
-
i
n
g
M
a
i
n
t
e
n
a
n
c
e
U
n
k
n
o
w
n
E
s
t
a
b
l
i
s
h
r
e
q
u
e
s
t
r
e
g
i
s
t
r
y
E
s
t
a
b
l
i
s
h
r
e
q
u
e
s
t
r
e
g
i
s
t
r
y
t
o
b
e
c
o
m
p
l
e
t
e
d
w
i
t
h
i
n
2
m
o
n
t
h
s
f
r
o
m
d
a
t
e
o
f
S
C
M
a
p
-
p
r
o
v
a
l
R
N
M
P
3
2
9
0
0
0V
a
r
i
o
u
s
B
U
0V
a
r
i
o
u
s
B
U
0V
a
r
i
o
u
s
B
U
C
N
L
N
/
A
B
u
i
l
d
i
n
g
M
a
i
n
t
e
-
n
a
n
c
e
P
l
a
n
U
n
k
n
o
w
n
D
E
V
E
L
O
P
M
E
N
T
O
F
B
U
I
L
D
-
I
N
G
M
A
I
N
T
E
N
A
N
C
E
P
L
A
N
C
o
m
p
l
e
t
e
d
a
n
d
i
n
f
o
r
m
e
d
B
u
i
l
d
-
i
n
g
M
a
i
n
t
e
a
n
c
e
P
l
a
n
R
N
M
P
3
3
0
0
0
5
0
,
0
0
0
0
0
C
N
L
V
A
R
I
O
U
S
A
p
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
f
o
r
b
u
i
l
d
i
n
g
s
b
a
s
e
d
o
n
5
%
r
e
d
u
c
t
i
o
n
o
f
m
a
i
n
t
e
n
a
n
c
e
b
a
c
k
l
o
g
s
I
n
e
f
f
e
c
t
i
v
e
P
l
a
n
i
n
p
l
a
c
e
E
F
F
E
C
T
I
V
E
M
A
N
A
G
E
M
E
N
T
O
F
C
O
U
N
C
I
L
O
W
N
E
D
F
A
-
C
I
L
I
T
I
E
S
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
p
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
s
f
o
r
b
u
i
l
d
i
n
g
s
R
N
M
P
3
3
1
0
0
1
9
,
3
4
1
,
2
0
0
1
9
,
4
9
7
,
0
0
0
2
2
,
2
8
5
,
5
3
0
C
N
L
V
A
R
I
O
U
S
E
s
t
a
b
l
i
s
h
m
e
t
n
o
f
e
f
f
e
c
t
i
v
e
b
u
i
l
d
-
i
n
g
s
m
a
i
n
t
e
n
a
n
c
e
s
y
s
t
e
m
s
N
o
n
e
E
F
F
E
C
T
I
V
E
M
A
N
A
G
E
M
E
N
T
O
F
C
O
U
N
C
I
L
O
W
N
E
D
F
A
-
C
I
L
I
T
I
E
S
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
e
f
f
e
c
t
i
v
e
b
u
i
l
d
-
i
n
g
s
m
a
i
n
t
e
n
a
n
c
s
y
s
t
e
m
s
R
N
M
P
3
3
2
0
0
4
0
,
0
0
0
4
0
,
0
0
0
4
0
,
0
0
0
C
N
L
V
A
R
I
O
U
S
T
r
a
n
s
p
o
r
t
a
t
i
o
n
P
l
a
n
n
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
c
o
m
p
r
e
h
e
n
s
i
v
e
t
r
a
n
s
-
p
o
r
t
p
l
a
n
A
p
r
e
p
a
r
e
d
c
o
m
p
r
e
h
e
n
s
i
v
e
t
r
a
n
s
p
o
r
t
p
l
a
n
R
N
M
P
3
3
3
0
0
5
0
0
0
0
0
0
0
C
N
L
&
D
O
T
V
a
r
i
o
u
s
U
n
k
n
o
w
n
C
O
M
P
R
E
H
E
N
S
I
V
E
I
N
T
E
-
G
R
A
T
E
D
T
R
A
N
S
P
O
R
T
P
L
A
N
(
C
I
T
P
)
U
P
D
A
T
E
P
r
e
p
a
r
e
a
c
o
m
p
r
e
-
h
e
n
s
i
v
e
t
r
a
n
s
p
o
r
t
p
l
a
n
R
N
M
P
3
3
4
0
0
3
0
0
0
0
1
5
0
0
0
0
0
D
O
T
V
A
R
I
O
U
S
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
R
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
s
R
N
M
P
3
3
5
0
0
3
5
0
0
0
0
3
5
0
0
0
0
3
5
0
0
0
0
C
N
L
N
o
n
e
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
R
N
M
P
3
3
6
0
0
0
0
0
V
a
r
i
o
u
s
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
-
v
i
c
e
d
e
l
i
v
e
r
y
R
N
M
P
3
3
7
0
0
0
0
0
V
a
r
i
o
u
s
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
R
N
M
P
3
3
8
0
0
0
0
0
N
/
A
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
-
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
R
N
M
P
3
3
9
0
0
0
0
0
N
/
A
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
-
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
R
N
M
P
3
4
0
0
0
0
0
N
/
A
T
O
T
A
L
1
2
6
,
1
7
5
,
0
0
0
1
7
9
,
0
3
5
,
6
0
0
4
7
4
,
8
9
4
,
3
4
0
3
0
4
,
8
3
8
,
3
5
0
2
7
2
,
3
5
5
,
7
1
0
176
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.8 HOUSING
14.8.1 Backlogs
The backlogs are as shown in 15.3.3 above.
14.8.2 Institutional Arrangement
Housing delivery is the responsibility of the Department of Housing (DoH). The Municipality assists as an
implementing agent or contractor on behalf of the DoH. Currently the Housing Sub-Unit is responsible for
housing delivery and its objective is to become accredited by the DoH.
14.8.3 Human Resource Capacity
14.8.4 Financial Capacity
Low-income housing delivery is fully funded by the DoH, with the infrastructure component funded by
MIG.
14.8.5 Service Levels & Alternatives
The Road and Drainage Service Guidelines are as stipulated in the Section under roads:
i) Presently all low-cost housing being provided by the Government through Department of Housing
(DoH) funding is constrained by the level of subsidy per bene?ciary. In addition, the subsidy is used to
provide bulk services to the site as well as a top structure, and the size of the site is constrained as well.
ii) Msunduzi is aware that after the completion of construction of the houses, the bulk services such as
roads and water mains become the responsibility of Council, and hence sets high standards for these
services, in order to minimise operating costs to Council in the future.
iii) In respect of water, a Level 1 standard is not installed, but rather a Level 2 is insisted upon, vis. an
unmetered, ?xed quantity water delivery connection to each stand.
The reasons for this are:
· A communal standpipe is not acceptable either to the DoH or to Msunduzi, since most of
the roads being constructed are not “black topped” and the road drainage systems that can
be afforded by the subsidy would not be able to accept “grey water” runoff from communal
standpipes as well.
· The stand size (approx 200 m²) is not suitable for on site disposal of “grey” water from an
unlimited water supply connection, unless waterborne sanitation is to be installed.
iv) The ?xed quantity system allows 200 liters/day through the connection at full pressure before shutting
off until the next day.
v) The connection is unmetered because only the Free Basic Water limit of 6 000 liters/month is provided
through the connection and there is no need to measure it.
vi) In the case of Sanitation, a VIP is set as the minimal level of service, but consideration is given to a
higher level of service if there are any geological reasons why a VIP would not be the best option.
vii) For VIP’s, cognizance must be taken of the following points:
· The Bulk Sanitation Master plan of 2003/04 has determined that approximately 51% of all
households in what is referred to as Greater Edendale have a Level of Service of less than Level
1, that is either “nothing or an unventilated pit latrine”.
· In addition, most households in Vulindlela have a similar unacceptable level of service.
· It is estimated that approximately 30 500 VIP’s (Level 1) need to be built by 2010 if Msunduzi
is to meet the goals set out in the Strategic Framework document. This amounts to at least 5000
VIP’s being built annually at a total cost of R92 m.
177
Msunduzi Municipality Integrated Development Plan 2011 – 2016
v
i
i
i
)
C
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
a
r
e
n
e
v
e
r
c
o
n
s
i
d
e
r
e
d
a
s
a
n
o
p
t
i
o
n
,
a
n
d
n
e
i
t
h
e
r
a
r
e
s
e
p
t
i
c
t
a
n
k
s
d
u
e
t
o
t
h
e
l
i
m
i
t
e
d
s
p
a
c
e
f
o
r
s
o
a
k
a
w
a
y
s
o
n
t
h
e
s
i
t
e
.
i
x
)
T
h
u
s
,
i
f
a
V
I
P
i
s
n
o
t
a
n
o
p
t
i
o
n
f
r
o
m
a
g
e
o
l
o
g
i
c
a
l
p
o
i
n
t
o
f
v
i
e
w
,
t
h
e
o
p
t
i
o
n
o
f
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
i
s
c
o
n
s
i
d
e
r
e
d
(
L
e
v
e
l
3
s
e
r
v
i
c
e
l
e
v
e
l
)
.
O
b
v
i
o
u
s
l
y
t
h
i
s
o
p
t
i
o
n
i
s
o
n
l
y
p
o
s
s
i
b
l
e
i
f
s
u
i
t
a
b
l
e
a
d
j
o
i
n
i
n
g
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
i
s
a
v
a
i
l
a
b
l
e
f
o
r
c
o
n
n
e
c
t
i
o
n
.
x
)
M
s
u
n
d
u
z
i
a
l
s
o
c
o
n
s
i
d
e
r
s
a
L
e
v
e
l
3
S
a
n
i
t
a
t
i
o
n
s
e
r
v
i
c
e
l
e
v
e
l
i
f
t
h
e
h
o
u
s
i
n
g
d
e
v
e
l
o
p
m
e
n
t
i
s
a
n
“
i
n
?
l
l
”
o
n
e
a
n
d
s
u
r
r
o
u
n
d
i
n
g
h
o
u
s
i
n
g
i
s
a
l
r
e
a
d
y
o
n
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
.
I
n
t
h
e
s
e
i
n
s
t
a
n
c
e
s
,
a
L
e
v
e
l
3
w
a
t
e
r
s
e
r
v
i
c
e
l
e
v
e
l
i
s
a
l
s
o
i
n
s
t
a
l
l
e
d
(
M
e
t
e
r
e
d
f
u
l
l
p
r
e
s
s
u
r
e
c
o
n
n
e
c
t
i
o
n
)
.
1
4
.
8
.
6
.
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
e
n
s
u
r
i
n
g
t
h
a
t
i
t
s
r
e
s
i
d
e
n
t
s
a
r
e
h
o
u
s
e
d
i
n
d
e
c
e
n
t
a
c
c
o
m
m
o
d
a
t
i
o
n
a
n
d
t
h
e
D
e
p
a
r
t
m
e
n
t
o
f
H
o
u
s
i
n
g
i
s
t
h
e
a
u
t
h
o
r
i
t
y
r
e
s
p
o
n
s
i
b
l
e
f
o
r
r
o
l
l
i
n
g
o
u
t
o
f
h
o
u
s
i
n
g
t
o
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
s
i
n
c
e
e
s
t
a
b
l
i
s
h
e
d
M
s
u
n
d
u
z
i
H
o
u
s
i
n
g
A
s
s
o
c
i
a
t
i
o
n
,
a
S
e
c
t
i
o
n
2
1
c
o
m
p
a
n
y
t
o
r
o
l
l
-
o
u
t
s
o
c
i
a
l
h
o
u
s
i
n
g
f
o
r
r
e
s
i
d
e
n
t
s
i
n
M
s
u
n
d
u
z
i
a
r
e
a
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
c
u
r
r
e
n
t
l
y
p
l
a
y
i
n
g
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
a
g
e
n
t
r
o
l
e
f
o
r
t
h
e
D
e
p
a
r
t
m
e
n
t
o
f
H
o
u
s
i
n
g
a
n
d
i
s
b
u
i
l
d
i
n
g
c
a
p
a
c
i
t
y
t
o
b
e
a
c
c
r
e
d
i
t
e
d
f
o
r
h
o
u
s
i
n
g
d
e
l
i
v
e
r
y
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
H
O
U
S
I
N
G
A
N
D
H
U
M
A
N
S
E
T
T
L
E
M
E
N
T
D
E
V
E
L
O
P
M
E
N
T
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
n
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
c
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
a
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
8
.
S
u
s
t
a
i
n
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
a
n
d
i
m
p
r
o
v
e
d
q
u
a
l
i
t
y
o
f
h
o
u
s
e
h
o
l
d
l
i
f
e
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
:
[
N
O
.
8
]
-
D
e
v
e
l
o
p
s
p
a
t
i
a
l
p
l
a
n
s
t
o
e
n
s
u
r
e
n
e
w
h
o
u
s
i
n
g
d
e
v
e
l
o
p
m
e
n
t
s
a
r
e
i
n
l
i
n
e
w
i
t
h
n
a
t
i
o
n
a
l
p
o
l
i
c
y
o
n
i
n
t
e
g
r
a
t
e
d
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
8
]
-
1
.
A
c
c
e
l
e
r
a
t
e
h
o
u
s
i
n
g
d
e
l
i
v
e
r
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
8
]
-
I
n
c
r
e
a
s
e
h
o
u
s
i
n
g
u
n
i
t
s
b
u
i
l
t
f
r
o
m
2
2
0
0
0
0
t
o
6
0
0
0
0
0
a
y
e
a
r
S
e
c
t
o
r
P
l
a
n
:
I
n
t
e
g
r
a
t
e
d
H
o
u
s
i
n
g
D
e
l
i
v
e
r
y
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
H
o
u
s
i
n
g
P
r
o
j
e
c
t
s
U
n
d
e
r
s
p
e
n
d
i
n
g
o
f
f
u
n
d
s
P
r
e
p
a
r
e
h
o
u
s
i
n
g
p
r
o
j
e
c
t
p
l
a
n
.
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
H
o
u
s
i
n
g
P
r
o
j
e
c
t
s
a
s
p
e
r
a
p
p
r
o
v
e
d
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
P
l
a
n
n
e
d
d
e
v
e
l
o
p
-
m
e
n
t
H
S
D
M
1
1
0
0
0
0
0
0
A
l
l
W
a
r
d
s
N
o
r
t
h
E
a
s
t
S
e
c
t
o
r
(
S
e
r
-
v
i
c
e
s
)
N
e
w
P
r
o
j
e
c
t
H
S
D
M
1
1
1
0
1
0
,
0
0
0
,
0
0
0
0
0
0
M
I
G
W
a
r
d
3
4
A
l
l
o
c
a
t
i
o
n
o
f
H
o
u
s
e
s
U
n
k
n
o
w
n
T
r
a
n
s
f
e
r
2
0
0
0
p
r
o
p
e
r
t
i
e
s
t
o
a
p
-
p
r
o
v
e
d
b
e
n
e
?
c
i
a
r
i
e
s
T
r
a
n
s
f
e
r
r
e
d
2
0
0
0
p
r
o
p
e
r
t
i
e
s
t
o
a
p
p
r
o
v
e
d
b
e
n
e
?
-
c
i
a
r
i
e
s
H
S
D
M
1
1
2
0
0
0
0
W
a
r
d
s
1
8
,
1
1
,
1
6
,
2
1
,
H
o
u
s
i
n
g
m
a
i
n
-
t
e
n
a
n
c
e
3
6
4
R
e
n
t
a
l
U
n
i
t
s
P
r
e
p
a
r
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
r
e
n
t
a
l
s
t
o
c
k
.
I
n
i
t
i
a
t
e
M
a
i
n
t
e
n
a
n
c
e
i
n
t
e
r
m
s
o
f
p
l
a
n
a
n
d
r
e
p
o
r
t
R
e
n
t
a
l
s
t
o
c
k
m
a
i
n
-
t
a
i
n
e
d
H
S
D
M
1
1
3
0
0
0
0
W
a
r
d
s
3
3
D
i
r
t
y
a
n
d
u
n
-
c
o
n
s
t
i
t
u
t
i
o
n
a
l
l
e
v
e
l
s
o
f
s
e
r
v
i
c
e
P
r
e
p
a
r
e
h
o
u
s
i
n
g
a
n
d
e
n
g
i
n
e
e
r
i
n
g
s
e
r
v
i
c
e
s
c
o
n
s
t
r
u
c
t
i
o
n
p
r
o
g
r
a
m
m
e
s
a
s
p
e
r
a
p
p
r
o
v
e
d
a
c
t
i
v
e
p
r
o
j
e
c
t
s
D
e
v
e
l
o
p
1
0
0
0
e
m
e
r
g
e
n
c
y
h
o
u
s
i
n
g
u
n
i
t
s
-
J
i
k
a
J
o
e
D
e
c
r
e
a
s
e
d
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
H
S
D
M
1
1
4
4
7
,
0
0
0
,
0
0
0
0
0
0
0
S
U
B
-
T
O
T
A
L
4
7
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
0
0
0
178
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
R
O
J
E
T
S
B
U
D
G
E
T
E
D
B
Y
D
O
H
S
V
u
l
i
n
d
l
e
l
a
R
u
r
a
l
H
o
u
s
i
n
g
P
r
o
j
e
c
t
N
e
w
P
r
o
j
e
c
t
P
r
e
-
l
i
m
i
n
a
r
y
S
t
u
d
i
e
s
t
o
b
e
c
o
m
-
p
l
e
t
e
d
f
o
r
V
u
l
i
n
d
l
e
l
a
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
C
o
m
p
l
e
t
e
d
p
r
e
-
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
1
5
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
D
O
H
S
W
a
r
d
s
1
-
9
E
d
e
n
d
a
l
e
P
r
i
-
o
r
i
t
y
H
o
u
s
i
n
g
P
r
o
j
e
c
t
N
e
w
P
r
o
j
e
c
t
S
t
u
d
i
e
s
t
o
b
e
c
o
m
p
l
e
t
e
d
f
o
r
E
d
e
n
-
d
a
l
e
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
E
I
A
(
6
0
%
c
o
m
p
l
e
t
e
)
C
o
m
p
l
e
t
e
d
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
H
S
D
M
1
1
6
8
1
4
,
1
1
7
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
s
2
1
a
n
d
2
2
C
o
p
e
s
v
i
l
l
e
N
e
w
P
r
o
j
e
c
t
1
6
9
2
S
i
t
e
s
U
n
d
e
r
t
a
k
e
P
l
a
n
-
n
i
n
g
&
D
e
s
i
g
n
H
S
D
M
1
1
7
1
,
2
7
4
,
4
6
4
6
,
9
9
6
,
2
2
0
8
,
3
1
0
,
5
0
1
0
0
D
O
H
S
W
a
r
d
2
9
E
d
e
n
d
a
l
e
U
n
i
t
S
3
-
8
2
0
1
0
H
o
u
s
e
s
b
u
i
l
t
C
o
m
p
l
e
t
e
s
e
r
v
i
c
e
s
C
o
m
p
l
e
t
e
S
e
r
v
i
c
e
s
H
S
D
M
1
1
8
5
,
9
6
6
,
9
8
4
4
,
8
7
7
,
0
4
0
0
0
0
W
a
r
d
1
0
&
1
6
E
d
e
n
d
a
l
e
U
n
i
t
S
8
E
x
t
.
N
e
w
P
r
o
j
e
c
t
3
9
8
S
i
t
e
s
C
o
n
c
l
u
d
e
A
g
r
e
e
-
m
e
n
t
s
U
n
d
e
r
t
a
k
e
P
l
a
n
-
n
i
n
g
a
n
d
D
e
s
i
g
n
H
S
D
M
1
1
9
5
,
8
6
4
,
4
8
0
6
,
7
7
2
,
7
6
1
0
0
0
D
O
H
S
W
a
r
d
1
0
&
1
6
M
s
u
n
d
u
z
i
W
i
r
e
W
a
l
l
E
x
i
s
t
i
n
g
P
r
o
j
e
c
t
2
0
3
8
U
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
0
4
8
,
7
1
4
,
8
8
1
0
0
0
0
D
O
H
S
V
a
r
i
o
u
s
W
a
r
d
s
.
L
o
t
1
8
2
S
i
n
a
t
-
i
n
g
N
e
w
P
r
o
j
e
c
t
1
3
3
u
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
s
e
r
v
i
c
e
s
a
n
d
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
1
9
3
2
,
5
5
0
0
0
0
0
D
O
H
S
W
a
r
d
1
1
W
i
l
l
o
w
f
o
u
n
-
t
a
i
n
E
E
P
h
a
s
e
2
E
x
i
s
t
i
n
g
P
r
o
j
e
c
t
4
0
8
u
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
2
7
1
0
,
4
5
0
0
0
0
0
D
O
H
S
W
a
r
d
1
6
&
1
7
G
l
e
n
w
o
o
d
:
N
o
r
t
h
E
a
s
t
S
e
c
t
o
r
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
P
l
a
n
n
i
n
g
a
n
d
D
e
s
i
g
n
H
S
D
M
1
2
3
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
3
4
K
h
a
l
a
n
y
o
n
i
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
4
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
1
2
K
w
a
T
h
i
r
t
y
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
5
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
1
0
J
2
a
n
d
Q
u
a
r
r
y
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
6
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
5
E
d
e
n
d
a
l
e
:
B
u
l
w
e
r
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
7
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
6
A
m
b
l
e
t
o
n
3
N
e
w
P
r
o
j
e
c
t
3
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
8
0
5
,
3
2
7
,
0
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
3
G
l
e
n
w
o
o
d
:
S
o
u
t
h
E
a
s
t
S
e
c
t
o
r
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
9
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
3
4
H
o
l
l
i
n
g
w
o
o
d
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
3
0
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
3
5
P
e
a
c
e
V
a
l
l
e
y
2
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
3
1
0
.
4
,
2
6
4
,
4
2
5
0
0
D
O
H
S
W
a
r
d
2
3
S
U
B
-
T
O
T
A
L
5
1
6
,
1
0
9
,
6
8
4
5
0
2
,
6
4
4
,
0
7
1
5
0
3
,
4
9
0
,
2
2
6
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
L
e
t
t
i
n
g
C
o
u
n
-
c
i
l
p
r
o
p
e
r
t
y
R
1
7
m
i
l
l
i
o
n
o
u
t
s
t
a
n
d
i
n
g
A
l
l
a
r
r
e
a
r
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
C
o
n
s
o
l
i
d
a
t
e
d
a
c
c
o
u
n
t
s
a
n
d
d
e
c
r
e
a
s
e
d
d
e
b
t
H
S
D
M
1
3
2
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
C
N
L
179
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
d
u
c
t
i
o
n
i
n
h
o
u
s
i
n
g
r
e
n
t
a
l
s
t
o
c
k
N
o
r
e
d
u
c
t
i
o
n
5
%
o
f
r
e
n
t
a
l
s
t
o
c
k
t
o
b
e
s
o
l
d
a
n
d
t
r
a
n
s
f
e
r
r
e
d
t
o
t
e
n
a
n
t
s
R
e
d
u
c
e
d
r
e
n
t
a
l
s
t
o
c
k
H
S
D
M
1
3
3
0
0
0
0
0
A
p
p
r
o
v
a
l
o
f
B
u
i
l
d
i
n
g
P
l
a
n
s
-
N
e
w
P
l
a
n
A
p
p
r
o
v
a
l
S
y
s
t
e
m
I
n
a
d
e
q
u
a
t
e
A
p
-
p
r
o
v
a
l
P
l
a
n
a
p
p
r
o
v
a
l
w
i
t
h
i
n
s
p
e
c
i
?
c
t
i
m
e
f
r
a
m
e
.
B
u
i
l
d
i
n
g
p
l
a
n
s
t
o
b
e
a
p
p
r
o
v
e
d
t
h
r
o
u
g
h
e
l
e
c
t
r
o
n
i
c
s
y
s
t
e
m
H
S
D
M
1
3
4
2
,
0
0
0
,
0
0
0
2
,
1
0
0
,
0
0
0
2
,
2
0
5
,
0
0
0
2
,
3
1
5
,
2
5
0
2
,
4
3
1
,
0
1
3
C
N
L
A
l
l
w
a
r
d
s
I
m
p
r
o
p
e
r
a
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
n
e
l
e
c
t
r
o
n
i
c
p
l
a
n
a
p
p
r
o
v
a
l
s
y
s
t
e
m
.
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
t
o
b
e
p
r
e
p
a
r
e
d
w
h
i
c
h
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
H
S
D
M
1
3
5
0
0
0
0
0
A
l
l
w
a
r
d
s
L
a
n
d
S
u
r
v
e
y
.
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
P
r
o
c
e
s
s
e
d
a
p
p
l
i
c
a
t
i
o
n
s
w
i
t
h
i
n
s
p
e
c
i
?
e
d
t
i
m
e
r
a
m
e
P
r
o
c
e
s
s
o
f
a
p
p
l
i
c
a
-
t
i
o
n
s
f
o
r
s
u
b
d
i
v
i
-
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
H
S
D
M
1
3
6
0
0
0
0
0
A
l
l
w
a
r
d
s
U
p
d
a
t
e
d
v
a
l
u
a
-
t
i
o
n
r
o
l
l
N
e
w
V
R
P
r
e
-
p
a
r
e
d
i
n
2
0
0
9
.
P
r
e
p
a
r
e
t
e
r
m
s
o
f
r
e
f
e
r
e
n
c
e
f
o
r
t
h
e
a
p
p
o
i
n
t
m
e
n
t
o
f
S
P
t
o
u
n
d
e
r
t
a
k
e
r
e
-
v
a
l
u
a
t
i
o
n
.
P
r
e
p
a
r
e
n
e
w
V
a
l
u
a
t
i
o
n
R
o
l
l
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
h
e
M
P
R
A
H
S
D
M
1
3
7
6
5
0
,
0
0
0
8
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
0
0
C
N
L
A
l
l
w
a
r
d
s
T
o
w
n
P
l
a
n
n
i
n
g
S
D
F
A
p
p
r
o
v
e
d
b
y
C
o
u
n
c
i
l
i
n
2
0
0
9
.
T
o
b
e
r
e
v
i
e
w
e
d
a
n
n
u
-
a
l
l
y
.
C
o
m
p
l
e
t
e
S
D
F
a
n
d
a
l
i
g
n
m
e
n
t
w
i
t
h
I
D
P
.
P
r
e
p
a
r
a
t
i
o
n
o
f
S
D
F
a
n
d
r
e
v
i
e
w
.
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
l
a
n
d
u
s
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
.
H
S
D
M
1
3
8
5
0
0
,
0
0
0
5
2
5
,
0
0
0
5
5
2
,
0
0
0
6
0
0
,
0
0
0
6
2
0
,
0
0
0
C
O
G
T
A
C
N
L
A
l
l
w
a
r
d
s
P
M
B
T
o
w
n
P
l
a
n
n
i
n
g
S
c
h
e
m
e
C
o
m
p
l
e
t
e
L
a
n
d
U
s
e
S
c
h
e
m
e
f
o
r
E
d
e
n
d
a
l
e
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
-
d
u
c
e
l
a
n
d
u
s
e
m
a
n
-
a
g
e
m
e
n
t
s
y
s
t
e
m
H
S
D
M
1
3
9
5
0
0
,
0
0
0
5
2
5
,
0
0
0
5
5
2
,
0
0
0
6
0
0
,
0
0
0
6
2
0
,
0
0
0
C
N
L
A
l
l
w
a
r
d
s
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
S
I
G
N
A
G
E
I
n
a
d
e
q
u
a
t
e
c
o
n
t
r
o
l
o
v
e
r
s
i
g
n
a
g
e
P
r
e
p
a
r
e
r
e
g
i
s
t
r
y
f
o
r
s
i
g
n
a
g
e
a
p
-
p
l
i
c
a
t
i
o
n
s
,
b
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
-
t
i
o
n
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
s
i
g
n
a
g
e
b
y
l
a
w
s
.
R
e
c
o
n
c
i
l
i
a
t
i
o
n
o
f
b
i
l
l
b
o
a
r
d
s
i
g
-
n
a
g
e
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
a
n
d
h
o
t
s
p
o
t
s
i
d
e
n
t
i
?
e
d
.
R
e
-
E
n
t
e
r
i
n
t
o
c
o
n
t
r
a
c
t
s
w
i
t
h
B
i
l
l
-
b
o
a
r
d
o
p
e
r
a
t
o
r
s
w
i
t
h
n
e
w
r
a
t
e
s
.
C
o
m
p
l
i
a
n
t
a
n
d
r
e
v
e
n
u
e
g
e
n
e
r
a
t
i
n
g
s
i
g
n
a
g
e
H
S
D
M
1
4
0
5
0
,
0
0
0
5
2
,
5
0
0
5
4
,
0
0
0
C
N
L
A
l
l
w
a
r
d
s
E
m
e
r
g
e
n
c
y
h
o
u
s
i
n
g
f
o
r
a
b
l
u
t
i
o
n
f
a
c
i
l
i
-
t
i
e
s
D
i
r
t
y
a
n
d
u
n
-
c
o
n
s
t
i
t
u
t
i
o
n
a
l
l
e
v
e
l
s
o
f
s
e
r
v
i
c
e
s
D
e
v
e
l
o
p
a
p
l
a
n
f
o
r
c
l
e
a
n
i
n
g
a
b
l
u
t
i
o
n
f
a
c
i
l
i
i
t
e
s
.
C
l
e
a
n
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
a
s
p
e
r
p
l
a
n
C
l
e
a
n
A
b
l
u
t
i
o
n
s
H
S
D
M
1
4
1
1
0
0
,
0
0
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
6
5
0
,
0
0
0
1
0
0
,
0
0
0
W
a
r
d
3
3
H
o
u
s
i
n
g
a
p
-
p
l
i
c
a
t
i
o
n
l
i
s
t
N
o
d
a
t
a
b
a
s
e
o
f
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
a
n
d
h
o
u
s
i
n
g
a
p
p
l
i
c
a
-
t
i
o
n
l
i
s
t
D
e
v
e
l
o
p
d
a
t
a
b
a
s
e
t
o
r
e
g
i
s
t
e
r
p
e
o
p
l
e
w
i
t
h
h
o
u
s
i
n
g
n
e
e
d
s
D
e
v
e
l
o
p
e
d
a
h
o
u
s
-
i
n
g
d
a
t
a
b
a
s
e
f
o
r
h
o
u
s
i
n
g
a
p
p
l
i
c
a
-
t
i
o
n
s
a
s
a
r
e
g
i
s
t
e
r
i
n
c
l
u
d
i
n
g
2
0
0
0
a
p
p
l
i
c
a
n
t
s
H
S
D
M
1
4
2
0
0
0
0
0
A
l
l
W
a
r
d
s
180
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
f
o
r
V
u
-
l
i
n
d
l
e
l
a
h
o
u
s
-
i
n
g
p
r
o
j
e
c
t
s
N
o
n
e
x
i
s
t
e
n
t
P
r
e
-
l
i
m
i
n
a
r
y
S
t
u
d
i
e
s
t
o
b
e
c
o
m
-
p
l
e
t
e
d
f
o
r
V
u
l
i
n
d
l
e
l
a
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
C
o
m
p
l
e
t
e
d
p
r
e
-
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
4
3
2
4
,
0
0
0
,
0
0
0
5
0
,
0
0
0
,
0
0
0
7
5
,
0
0
0
,
0
0
0
1
0
0
,
0
0
0
,
0
0
0
D
O
H
S
W
a
r
d
s
1
-
9
F
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
h
o
u
s
i
n
g
p
r
o
j
-
e
c
t
s
N
o
n
e
x
i
s
t
e
n
t
S
t
u
d
i
e
s
t
o
b
e
c
o
m
p
l
e
t
e
d
f
o
r
E
d
e
n
-
d
a
l
e
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
E
I
A
(
6
0
%
c
o
m
p
l
e
t
e
)
C
o
m
p
l
e
t
e
d
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
H
S
D
M
1
4
4
W
a
r
d
s
2
1
a
n
d
2
2
L
e
t
t
i
n
g
C
o
u
n
-
c
i
l
p
r
o
p
e
r
t
y
R
1
5
m
i
l
l
i
o
n
o
u
t
s
t
a
n
d
i
n
g
A
l
l
a
r
r
e
a
r
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
C
o
n
s
o
l
i
d
a
t
e
d
a
c
c
o
u
n
t
s
a
n
d
d
e
c
r
e
a
s
e
d
d
e
b
t
H
S
D
M
1
4
5
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
R
e
d
u
c
t
i
o
n
i
n
h
o
u
s
i
n
g
r
e
n
t
a
l
s
t
o
c
k
N
o
r
e
d
u
c
t
i
o
n
5
%
o
f
r
e
n
t
a
l
s
t
o
c
k
t
o
b
e
s
o
l
d
a
n
d
t
r
a
n
s
f
e
r
r
e
d
t
o
t
e
n
a
n
t
s
R
e
d
u
c
e
d
r
e
n
t
a
l
s
t
o
c
k
H
S
D
M
1
4
6
A
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
t
o
b
e
p
r
e
p
a
r
e
d
w
h
i
c
h
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
P
r
o
p
e
r
i
m
p
r
o
v
e
-
m
e
n
t
o
f
p
l
a
n
s
a
p
p
r
o
v
a
l
s
y
s
t
e
m
.
H
S
D
M
1
4
7
1
0
0
,
0
0
0
A
l
l
w
a
r
d
s
I
m
p
r
o
p
e
r
a
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
c
o
n
t
r
o
l
p
r
o
-
c
e
d
u
r
e
s
t
o
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
a
p
p
l
i
e
d
H
S
D
M
1
4
8
A
l
l
w
a
r
d
s
L
a
n
d
S
u
r
v
e
y
V
a
l
u
a
t
i
o
n
s
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
P
r
o
c
e
s
s
a
p
p
l
i
c
a
t
i
o
n
s
f
o
r
s
u
b
d
i
-
v
i
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
P
r
o
c
e
s
s
o
f
a
p
p
l
i
c
a
-
t
i
o
n
s
f
o
r
s
u
b
d
i
v
i
-
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
H
S
D
M
1
4
9
A
l
l
w
a
r
d
s
U
p
d
a
t
e
d
v
a
l
u
a
-
t
i
o
n
r
o
l
l
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
I
n
v
e
s
t
i
g
a
t
e
v
a
l
u
a
t
i
o
n
s
a
n
d
c
o
r
r
e
c
t
V
a
l
u
a
t
i
o
n
R
o
l
l
i
n
t
e
r
m
s
o
f
M
P
R
A
.
I
m
p
l
e
m
e
n
t
M
E
T
V
A
L
s
y
s
t
e
m
.
P
r
e
p
a
r
e
s
u
p
p
l
e
m
e
n
t
a
r
y
v
a
l
u
a
t
i
o
n
r
o
l
l
.
P
r
o
c
e
s
s
o
b
j
e
c
t
i
o
n
s
t
o
v
a
l
u
-
a
t
i
o
n
r
o
l
l
a
n
d
?
n
a
l
i
s
e
.
M
o
n
t
h
l
y
r
e
p
o
r
t
s
h
o
w
i
n
g
b
a
l
a
n
c
e
t
o
b
e
i
n
v
e
s
t
i
g
a
t
e
d
c
o
m
p
l
e
t
e
d
a
n
d
o
n
h
a
n
d
t
o
b
e
p
r
e
p
a
r
e
d
.
P
r
e
p
a
r
e
n
e
w
V
a
l
u
a
t
i
o
n
R
o
l
l
S
p
a
t
i
a
l
d
e
v
e
l
o
p
-
m
e
n
t
f
r
a
m
e
w
o
r
k
c
o
m
p
l
e
t
e
a
n
d
a
l
i
g
n
e
d
w
i
t
h
I
D
P
.
P
D
A
D
e
l
e
g
a
t
i
o
n
s
i
n
p
l
a
c
e
.
L
a
w
e
n
f
o
r
c
e
m
e
n
t
f
o
r
t
o
w
n
p
l
a
n
n
i
n
g
c
o
n
t
r
a
v
e
n
t
i
o
n
s
.
H
S
D
M
1
5
0
6
5
0
,
0
0
0
8
0
,
0
0
0
9
0
,
0
0
0
A
l
l
w
a
r
d
s
T
o
w
n
P
l
a
n
n
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
a
t
i
o
n
o
f
S
D
F
a
n
d
r
e
v
i
e
w
.
F
i
n
a
l
i
s
e
P
l
a
n
n
i
n
g
D
e
v
e
l
o
p
m
e
n
t
A
c
t
d
e
l
e
g
a
t
i
o
n
s
.
P
r
e
p
a
r
a
t
i
o
n
o
f
a
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
f
o
r
t
o
w
n
p
l
a
n
n
i
n
g
c
o
n
t
r
a
v
e
n
t
i
o
n
s
.
P
r
o
s
e
c
u
-
t
i
o
n
s
t
o
b
e
i
n
i
t
i
a
t
e
d
a
n
d
r
e
p
o
r
t
e
d
.
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
l
a
n
d
u
s
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
.
F
i
n
a
l
i
s
e
d
P
l
a
n
-
n
i
n
g
d
e
v
e
l
o
p
m
e
n
t
d
e
l
e
g
a
t
i
o
n
s
H
S
D
M
1
5
1
5
0
0
,
0
0
0
7
5
0
,
0
0
0
5
0
0
,
0
0
0
7
5
0
,
0
0
0
5
0
0
,
0
0
0
A
l
l
w
a
r
d
s
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
U
n
k
n
o
w
n
D
e
v
e
l
o
p
d
a
t
a
b
a
s
e
o
f
p
e
o
p
l
e
w
h
o
d
r
a
w
b
u
i
l
d
i
n
g
p
l
a
n
s
.
B
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
t
i
o
n
s
t
o
b
e
p
r
o
c
e
s
s
e
d
i
n
t
e
r
m
s
o
f
n
a
t
i
o
n
a
l
b
u
i
l
d
i
n
g
r
e
g
u
-
l
a
t
i
o
n
s
.
P
r
e
p
a
r
a
t
i
o
n
o
f
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
.
D
a
t
a
b
a
s
e
i
n
p
l
a
c
e
.
H
S
D
M
1
5
2
181
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
g
i
s
t
r
y
f
o
r
s
i
g
n
a
g
e
a
p
p
l
i
-
c
a
t
i
o
n
s
,
b
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
t
i
o
n
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
s
i
g
n
a
g
e
b
y
l
a
w
s
.
R
e
p
o
r
t
o
n
a
p
p
l
i
c
a
t
i
o
n
p
r
o
-
c
e
s
s
i
n
g
.
P
r
e
p
a
r
a
t
i
o
n
o
f
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
.
R
e
c
o
n
c
i
l
i
a
t
i
o
n
o
f
b
i
l
l
b
o
a
r
d
s
i
g
-
n
a
g
e
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
a
n
d
h
o
t
s
p
o
t
s
i
d
e
n
t
i
?
e
d
.
C
o
m
p
l
i
a
n
t
B
u
i
l
d
-
i
n
g
s
i
g
n
a
g
e
H
S
D
M
1
5
3
A
l
l
w
a
r
d
s
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
H
S
D
M
1
5
4
1
0
0
,
0
0
0
1
0
0
,
0
0
0
1
2
0
,
0
0
0
1
2
0
,
0
0
0
1
2
0
,
0
0
0
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
c
o
n
t
a
i
n
e
d
H
S
D
M
1
5
5
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
.
R
e
-
p
o
r
t
o
n
s
p
e
n
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
D
M
1
5
6
H
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
D
M
1
5
7
H
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
.
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
.
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
H
S
D
M
1
5
8
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
.
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
e
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
.
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
.
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
.
H
S
D
M
1
5
9
H
o
u
s
i
n
g
p
r
o
j
-
e
c
t
s
a
n
d
a
l
l
o
c
a
-
t
i
o
n
h
o
u
s
i
n
g
H
S
D
M
1
6
0
1
0
0
,
0
0
0
I
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
H
S
D
M
1
6
1
P
e
o
p
l
e
i
n
n
e
e
d
o
f
h
o
u
s
i
n
g
H
S
D
M
1
6
2
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
S
i
g
n
a
g
e
H
S
D
M
1
6
3
S
U
B
-
T
O
T
A
L
3
0
,
0
0
0
,
0
0
0
1
2
,
9
8
2
,
5
0
0
8
9
4
,
9
2
2
,
0
0
1
8
0
,
7
8
5
,
2
5
0
1
,
4
7
1
,
9
7
4
,
1
7
6
T
O
T
A
L
5
9
3
,
1
0
9
,
6
8
4
5
2
5
6
2
6
5
7
1
5
6
7
4
1
3
2
2
6
5
3
0
7
8
5
2
5
0
5
5
5
1
4
1
0
1
3
182
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.9 FLEET MANAGEMENT
14.9.1 Backlogs
The age analysis of vehicles is as shown in the table below:
PLANT / VEHICLE AGE ANALYSIS BY TYPE
Plant/Vehicle Type
No. of
Items
0-5 YEARS 5-10 YEARS 10-15 YEARS >15 YEARS
2008 & 9 Amount % Amount % Amount % Amount %
Motor cycle 49 0 16 33 18 37 15 30
Sedan 196 71 36 57 29 47 24 21 11
Station Wagon 4 4 100
Mini Bus 35 7 20 12 34 15 43 1 3
LDV 267 47 17 71 26 111 42 37 15
LDV 4X4 42 3 1 10 24 20 48 9 27
Panel Van 10 3 33 6 66 1 1
Bus 1 1 100
Truck 132 4 5 35 26 35 26 57 43
Tractor 72 7 10 24 33 23 32 18 25
Refuse Compactor 30 5 17 7 23 18 60
Grader 3 3 100
Roller 1 1 100
Front End Loader 8 4 50 38 1 12
Fire Engine 17 2 12 15 88
Fork Lift 3 3 100
Gravedigger 1 1 100
Excavator 1 1
Land?ll Compactor 4 25 1 25 0 2 50
Skid steer 2 2 100
TOTAL 878 155 18 236 28 320 36 161 18
Trailer 145 7 3 43 30 64 44 28 19
Reduction in ?eet size due to sale of vehicles that were uneconomical to repair & accident damaged vehicles.
14.9.2 Institutional Arrangements
The Municipality maintains its ?eet acquired through ?nance lease in the majority of cases.
14.9.3 Human Resources Capacity
The shortage of Mechanics is a major cause of concern.
14.9.4 Financial Capacity
The acquisition of vehicles and plant assets is funded by Council budget. Due to the inadequacy of funding,
the Municipality uses ?nance leasing to acquire the assets.
14.9.5 Quality of Service
The provision of vehicles and plant in good condition and at the appropriate time is essential for effective
service delivery by all Business Units of the Municipality. Ageing vehicles are making it dif?cult to achieve
this objective. Huge investments are therefore required in Fleet Management to improve the quality of service.
183
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
9
.
6
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
S
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
i
n
c
l
u
d
e
t
h
e
s
p
e
c
i
a
l
i
s
t
g
a
r
a
g
e
s
,
s
u
p
p
l
i
e
r
s
o
f
v
e
h
i
c
l
e
s
a
n
d
v
e
h
i
c
l
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
s
.
I
t
i
s
i
m
p
o
r
t
a
n
t
t
o
s
e
l
e
c
t
t
h
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
c
a
r
e
f
u
l
l
y
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
I
N
F
R
A
S
T
R
U
C
T
U
R
E
D
E
V
E
L
O
P
M
E
N
T
,
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
A
N
D
M
A
I
N
T
E
N
A
N
C
E
R
E
C
O
V
E
R
Y
P
L
A
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
a
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
e
f
f
e
c
t
i
v
e
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
l
e
e
t
M
a
n
a
g
e
-
m
e
n
t
N
o
n
-
e
x
i
s
t
e
n
t
m
a
n
a
g
e
m
e
n
t
I
n
t
r
o
d
u
c
e
d
o
c
u
m
e
n
t
e
d
?
e
e
t
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
f
o
r
r
e
p
o
r
t
i
n
g
t
o
b
u
s
i
n
e
s
s
u
n
i
t
s
I
n
t
r
o
d
u
c
t
i
o
n
o
f
d
o
c
u
-
m
e
n
t
e
d
?
e
e
t
m
a
n
a
g
e
-
m
e
n
t
s
y
s
t
e
m
I
N
F
R
A
9
0
0
5
0
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
V
e
h
i
c
l
e
M
o
n
i
t
o
r
-
i
n
g
A
b
u
s
e
d
v
e
h
i
c
l
e
s
E
s
t
a
b
l
i
s
h
i
n
d
i
c
a
t
o
r
s
o
f
u
n
a
u
-
t
h
o
r
i
z
e
d
/
a
b
u
s
e
o
f
v
e
h
i
c
l
e
s
b
y
c
o
m
p
i
l
i
n
g
a
d
a
i
l
y
c
h
e
c
k
l
i
s
t
E
s
t
a
b
l
i
s
h
e
d
i
n
d
i
c
a
-
t
o
r
s
o
f
u
n
a
u
t
h
o
r
i
z
e
d
/
a
b
u
s
e
d
v
e
h
i
c
l
e
s
b
y
c
r
e
a
t
i
n
g
a
d
a
i
l
y
c
h
e
c
k
l
i
s
t
I
N
F
R
A
9
1
0
0
0
0
0
F
l
e
e
t
D
i
l
a
p
i
d
a
t
e
d
?
e
e
t
D
e
v
i
s
e
s
c
e
n
a
r
i
o
s
a
r
o
u
n
d
v
e
h
i
c
l
e
u
s
a
g
e
.
R
e
p
l
a
c
e
m
e
n
t
P
o
l
i
c
y
D
e
v
i
s
e
s
c
e
n
a
r
i
o
s
a
r
o
u
n
d
v
e
h
i
c
l
e
u
s
a
g
e
.
R
e
p
l
a
c
e
m
e
n
t
P
o
l
i
c
y
I
N
F
R
A
9
2
1
5
,
0
0
0
,
0
0
0
0
0
0
0
C
N
L
A
L
L
M
e
c
h
a
i
c
a
l
w
o
r
k
-
s
h
o
p
N
o
n
e
x
i
s
t
e
n
t
S
e
t
u
p
a
m
e
c
h
a
n
i
c
a
l
w
o
r
k
-
s
h
o
p
F
u
l
l
y
?
e
d
g
e
d
m
e
-
c
h
a
n
i
c
a
l
w
o
r
k
s
h
o
p
I
N
F
R
A
9
3
0
0
0
0
0
C
N
L
A
L
L
V
e
h
i
c
l
e
R
e
p
a
i
r
a
n
d
s
e
r
v
i
c
i
n
g
U
n
s
c
h
e
d
u
l
e
d
s
e
r
v
i
c
e
s
a
n
d
r
e
p
a
i
r
s
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
s
c
h
e
d
u
l
e
f
o
r
a
l
l
v
e
h
i
c
l
e
s
a
n
d
c
r
e
a
t
e
a
v
e
h
i
c
l
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
b
a
s
e
d
o
n
C
A
M
I
S
A
p
r
e
p
a
r
e
d
s
e
r
v
i
c
e
s
c
h
e
d
u
l
e
f
o
r
a
l
l
v
e
h
i
-
c
l
e
s
b
a
s
e
d
o
n
a
v
e
h
i
c
l
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
I
N
F
R
A
9
4
0
0
0
0
0
O
u
t
s
o
u
r
c
e
?
e
e
t
m
a
n
a
g
e
m
e
n
t
E
v
a
l
u
a
t
i
o
n
i
n
c
o
m
p
l
e
t
e
C
o
m
p
l
e
t
e
e
v
a
l
u
a
t
i
o
n
r
e
p
o
r
t
a
n
d
i
m
p
l
e
m
e
n
t
s
u
c
h
?
n
d
i
n
g
s
A
g
r
e
e
d
r
e
c
o
m
m
e
n
d
a
-
t
i
o
n
s
b
e
i
m
p
l
e
m
e
n
t
e
d
I
N
F
R
A
9
5
0
0
0
0
0
C
N
L
A
L
L
U
n
p
l
a
n
n
e
d
M
I
G
f
u
n
d
i
n
g
O
v
e
r
s
p
e
n
d
i
n
g
o
f
f
u
n
d
i
n
g
P
r
e
p
a
r
e
M
I
G
f
u
n
d
i
n
g
r
e
c
o
v
e
r
y
p
l
a
n
a
n
d
i
n
t
r
o
d
u
c
e
C
e
r
t
i
?
c
a
t
i
o
n
o
f
c
o
m
p
l
i
a
n
c
e
b
y
I
n
t
e
r
n
a
l
A
u
d
i
t
P
r
e
p
a
r
e
d
M
I
G
f
u
n
d
-
i
n
g
r
e
c
o
v
e
r
y
p
l
a
n
a
n
d
p
r
o
v
i
s
i
o
n
o
f
C
e
r
t
i
?
-
c
a
t
e
o
f
c
o
m
p
l
i
a
n
c
e
b
y
I
n
t
e
r
n
a
l
A
u
d
i
t
I
N
F
R
A
9
6
0
0
0
0
0
M
I
G
F
u
n
d
i
n
g
F
u
n
d
i
n
g
i
m
b
a
l
-
a
n
c
e
C
O
m
p
l
e
t
e
a
p
p
r
o
v
e
d
M
I
G
p
r
o
j
e
c
t
s
A
p
p
r
o
v
e
d
M
I
G
f
u
n
d
-
i
n
g
s
p
e
n
t
9
5
%
,
b
e
s
u
p
p
o
r
t
e
d
b
y
m
o
n
t
h
l
y
p
r
o
g
r
e
s
s
r
e
p
o
r
t
a
n
d
r
e
p
o
r
t
e
d
d
e
v
i
a
t
i
o
n
s
I
N
F
R
A
9
7
0
0
0
0
0
U
n
f
u
n
d
e
d
P
r
o
j
e
c
t
s
F
u
n
d
i
n
g
i
m
b
a
l
-
a
n
c
e
P
r
e
p
a
r
e
p
r
o
j
e
c
t
c
a
s
h
N
o
s
p
e
n
d
i
n
g
u
n
t
i
l
c
a
s
h
i
s
a
v
a
i
l
a
b
l
e
I
N
F
R
A
9
8
0
0
0
0
0
184
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
n
f
r
a
s
t
r
u
c
t
u
r
e
P
l
a
n
n
i
n
g
N
o
t
i
n
f
o
r
m
e
d
b
y
t
h
e
C
o
u
n
c
i
l
a
f
f
o
r
d
i
b
i
l
i
t
y
P
r
e
p
a
r
e
i
n
f
r
a
s
t
r
u
c
t
u
r
e
p
l
a
n
n
i
n
g
i
n
l
i
n
e
w
i
t
h
a
n
i
n
f
r
a
s
t
r
u
c
t
u
r
e
i
n
v
e
s
t
m
e
n
t
s
a
n
d
f
r
a
m
e
w
o
r
k
P
r
e
p
a
r
e
d
i
n
f
r
a
s
t
r
u
c
-
t
u
r
e
p
l
a
n
I
N
F
R
A
9
9
0
0
0
0
0
A
s
s
e
t
M
a
n
a
g
e
-
m
e
n
t
P
l
a
n
U
n
k
n
o
w
n
D
e
v
e
l
o
p
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
a
l
l
a
s
s
e
t
s
a
n
d
e
s
t
a
b
l
i
s
h
a
t
e
c
h
n
i
c
a
l
r
e
g
i
s
t
e
r
o
f
a
l
l
i
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
a
l
l
a
s
s
e
t
s
a
n
d
e
s
t
a
b
l
i
s
h
e
d
a
t
e
c
h
n
i
c
a
l
r
e
g
i
s
t
e
r
I
N
F
R
A
1
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
A
L
L
O
v
e
r
t
i
m
e
p
o
l
i
c
y
N
o
n
e
x
i
s
t
e
n
t
o
r
n
o
a
d
h
e
r
a
n
c
e
t
o
P
r
o
d
u
c
e
r
e
p
o
r
t
i
n
g
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
-
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
a
n
d
d
e
t
a
i
l
e
d
r
e
a
s
o
n
s
f
o
r
d
e
v
i
a
t
i
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
N
F
R
A
I
0
1
0
0
0
0
0
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
-
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
e
x
p
e
n
d
i
t
u
r
e
i
n
-
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
I
N
F
R
A
1
0
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
a
n
d
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
-
c
i
e
s
a
n
d
w
o
r
k
p
r
o
c
e
-
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
I
N
F
R
A
1
0
3
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
b
u
d
g
e
t
t
o
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
P
r
e
p
a
r
e
b
u
d
g
e
t
f
o
r
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
I
N
F
R
A
1
0
4
0
0
0
0
0
A
s
s
e
t
c
o
n
t
r
o
l
N
o
n
-
E
x
i
s
t
e
n
t
C
r
e
a
t
e
u
n
i
t
s
n
o
n
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
C
r
e
a
t
e
d
a
n
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
I
N
F
R
A
1
0
5
0
0
0
0
0
F
l
e
e
t
M
a
i
n
t
a
-
n
e
n
c
e
I
N
F
R
A
1
0
6
0
0
0
0
0
U
n
c
o
n
t
r
o
l
l
e
d
M
I
G
I
N
F
R
A
1
0
7
0
0
0
0
0
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
I
N
F
R
A
1
0
8
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
t
I
N
F
R
A
1
0
9
0
0
0
0
0
T
O
T
A
L
1
5
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
7
5
0
,
0
0
0
7
5
0
,
0
0
0
7
5
0
,
0
0
0
185
Msunduzi Municipality Integrated Development Plan 2011 – 2016
15. SOCIAL DEVELOPMENT
15.1. Poverty Eradication
Almost without doubt the biggest challenge for any new dispensation is the eradication of poverty among its people.
As part of co-operative governance, we have established co-ordinated mechanisms of delivery in this area through
our partnership with other sectors of government and civil society. Our approach has been to target all areas where
there are pockets of poverty, and to systematically eradicate the problem through empowering communities with the
tools and mechanisms to start their own projects and sustain them.
The Shosholoza Programme of the municipality which was funded to the tune of R7,5 million including all wards to
speed up responses to small developmental issues, also yielded a number of poverty eradication projects in poultry
farming, sewing projects, block-making and community gardening, all supporting many families and helping keep
many mouths fed and clothed in the absence of formal jobs. In addition, the BESG projects in many wards have also
provided jobs to curb unemployment through employing grass-cutting, another problem which has been addressed
in the city. A total of 90 temporary labourers were employed in this way, and also to eradicate alien invasive vegetation.
In Dambuza, we have tackled the problem of soil erosion and dongas in this way as well through temporary workers.
15.2. Parks, Sport and Recreation and 2010
The city has struck a good balance between its natural and built environments through careful planning and
development. Our quality of life has largely been reinforced by the natural surroundings which we live in that add
peace and recreational opportunities for many of our people. However, there is still a lack of recreational opportunities
in many disadvantaged communities. Part of this challenge is being addressed through the unit by ensuring that
development takes into account the need for communities to have access to these services.
The upgrade of the Oval Cricket Stadium, one of a few worldwide with a tree on the grounds also saw the coming to
the city of the 2003 ICC World Cup, and created 500 temporary jobs. The Oval was also equipped with a unique wind
vane featuring none other than Jonty Rhodes, one of the city’s best examples of sporting prowess.
In preperation for the 2010 World Cup Council’s representatives visited Germany to see ?rst hand how non-host
cities used the World Cup to bene?t their residents. The representatives were also on a fact ?nding mission about how
economic spin-offs are achieved in these cities. Subsequently, Harry Gwala Stadium was upgraded to a maximum
capacity of 15 000 people, to hold the fan parks, which is one of the routes that the city will use to spread the World
Cup atmosphere. Thus far the Harry Gwala Stadium has hosted PSL matches including the biggest crowd puller
Kaizer Chiefs, Sundowns, Orlando Pirates and other PSL teams.
15.3. Cemetry and Crematoria
The municipality has reviewed it’s strategies on Cemetery and Crematoria Sector Plan, in a nutshell, this sector plan
as proposed propagates among other things alternative burial methods. This is in response to the fact that the city is
running out of burial areas like any other cities, according to our investigations.
In order for the city to come up with a vibrant as well as proactive strategies in response to Cemetery and Crematoria
Plan, a process to involve various stakeholders through dialogs and debates can begin to tease some of the religious
and cultural sensitivities in propagating alternative burial methods.
186
Msunduzi Municipality Integrated Development Plan 2011 – 2016
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
R
E
G
I
O
N
A
L
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
2
.
I
m
p
r
o
v
e
h
e
a
l
t
h
a
n
d
l
i
f
e
e
x
p
e
c
t
a
n
c
y
[
N
O
.
2
]
-
S
t
r
e
n
g
t
h
e
n
e
f
f
e
c
t
i
v
e
n
e
s
s
o
f
h
e
a
l
t
h
s
e
r
v
i
c
e
s
b
y
s
p
e
c
i
?
c
a
l
l
y
e
n
h
a
n
c
i
n
g
T
B
t
r
e
a
t
m
e
n
t
s
a
n
d
e
x
p
a
n
d
i
n
g
H
I
V
a
n
d
A
I
D
S
p
r
e
v
e
n
t
i
o
n
a
n
d
t
r
e
a
t
m
e
n
t
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
2
]
-
3
.
C
o
m
b
a
t
H
I
V
/
A
i
d
s
a
n
d
T
B
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
2
]
-
E
x
p
a
n
d
H
I
V
p
r
e
v
e
n
t
i
o
n
a
n
d
t
r
e
a
t
m
e
n
t
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
i
r
p
o
r
t
m
a
n
a
g
e
-
m
e
n
t
P
o
o
r
m
a
n
a
g
e
m
e
n
t
a
n
d
d
e
v
e
l
o
p
m
e
n
t
o
f
a
i
r
p
o
r
t
·
F
e
a
s
i
b
i
l
i
t
y
s
t
u
d
y
A
i
r
p
o
r
t
M
a
n
a
g
e
-
m
e
n
t
P
l
a
n
f
o
r
a
p
p
r
o
p
r
i
a
t
e
c
o
r
r
e
c
-
t
i
v
e
a
c
t
i
o
n
R
C
S
3
8
8
0
0
0
0
0
·
A
s
s
e
s
s
o
p
t
i
o
n
s
a
n
d
r
e
p
o
r
t
o
n
a
w
a
y
f
o
r
w
a
r
d
M
a
r
k
e
t
i
n
g
o
f
t
h
e
a
i
r
p
o
r
t
A
i
r
p
o
r
t
n
o
t
m
a
r
k
e
t
e
d
·
I
n
t
r
o
d
u
c
e
p
a
s
s
e
n
g
e
r
c
o
u
n
t
c
o
n
t
r
o
l
r
e
p
o
r
t
m
o
n
t
h
l
y
A
i
r
p
o
r
t
M
a
r
k
e
t
i
n
g
S
t
r
a
t
e
g
y
t
o
i
n
c
r
e
s
e
n
u
m
b
e
r
o
f
p
a
s
-
s
e
n
g
e
r
s
R
C
S
3
8
9
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
0
·
A
n
n
u
a
l
p
a
s
s
e
n
g
e
r
n
u
m
-
b
e
r
s
a
t
a
i
r
p
o
r
t
t
o
i
n
c
r
e
a
s
e
b
y
5
%
R
C
S
3
9
0
·
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
h
a
n
g
e
r
&
o
f
?
c
e
r
e
n
t
a
l
s
t
a
t
i
s
t
i
c
s
t
o
g
e
t
h
e
r
w
i
t
h
a
n
y
o
t
h
e
r
r
e
v
e
n
u
e
p
r
o
d
u
c
i
n
g
i
t
e
m
s
R
C
S
3
9
1
D
e
v
e
l
o
p
m
e
n
t
o
f
a
i
r
p
o
r
t
U
n
d
e
r
d
e
v
e
l
o
p
e
d
·
P
r
e
p
a
r
e
a
n
a
i
r
p
o
r
t
d
e
v
e
l
-
o
p
m
e
n
t
p
l
a
n
P
l
a
n
i
n
p
l
a
c
e
I
m
p
l
e
m
e
n
t
a
t
i
o
n
a
c
c
o
r
d
i
n
g
t
o
D
e
-
v
e
l
o
p
m
e
n
t
P
l
a
n
R
C
S
3
9
2
5
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
0
R
4
0
M
i
l
l
i
o
n
f
r
o
m
K
Z
N
D
e
p
t
.
E
c
o
n
.
D
e
v
.
&
T
o
u
r
-
i
s
m
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
P
r
o
v
i
d
e
q
u
a
l
-
i
t
y
,
e
f
?
c
e
n
t
,
a
c
c
e
s
s
a
b
l
e
a
n
d
a
f
f
o
r
d
a
b
l
e
h
e
a
l
t
h
s
e
r
v
i
c
e
s
S
e
r
v
i
c
e
i
n
a
d
e
q
u
a
t
l
y
s
t
a
f
f
e
d
,
p
o
o
r
l
y
i
n
t
e
r
g
r
a
t
e
d
s
e
r
v
i
c
e
s
,
r
e
d
u
c
e
d
d
a
y
s
o
f
o
p
e
r
a
t
i
o
n
,
p
o
o
r
l
y
m
a
i
n
t
a
i
n
e
d
a
s
s
e
t
s
a
n
d
i
n
f
r
a
s
t
r
u
c
t
u
r
e
.
E
i
g
h
t
C
l
i
n
i
c
s
t
h
a
t
h
a
d
r
e
d
u
c
e
d
o
p
e
r
a
t
i
o
n
h
o
u
r
s
t
o
r
e
o
p
e
n
5
d
a
y
s
a
w
e
e
k
.
T
h
e
e
i
g
h
t
c
l
i
n
i
c
s
o
p
e
r
a
t
i
n
g
5
d
a
y
s
a
w
e
e
k
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
3
0
7
0
0
,
5
0
0
7
,
0
1
0
,
0
0
0
7
,
0
1
0
,
5
0
0
7
0
1
0
5
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
187
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
o
c
u
s
o
n
q
u
a
l
i
t
y
i
m
p
r
o
v
e
-
m
e
n
t
p
r
a
c
t
i
c
e
s
A
c
c
e
p
t
a
b
l
e
Q
u
a
l
i
t
y
A
s
s
u
r
a
n
c
e
S
t
a
n
-
d
a
r
d
s
a
c
h
i
e
v
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
4
0
1
0
0
0
0
0
0
1
,
5
0
0
0
0
1
,
5
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
n
t
e
r
g
r
a
t
i
o
n
o
f
s
e
r
v
i
c
e
s
F
a
c
i
l
i
t
i
e
s
o
f
f
e
r
o
n
e
s
t
o
p
s
h
o
p
s
e
r
v
i
c
e
e
v
e
r
y
d
a
y
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
5
0
1
0
0
0
0
0
0
1
,
5
0
0
0
0
1
,
5
0
0
0
0
2
0
0
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
F
a
c
i
l
i
t
a
t
e
t
h
e
s
i
g
n
i
n
g
o
f
t
h
e
2
0
1
1
/
2
0
1
2
S
L
A
A
s
i
g
n
e
d
S
L
A
R
C
S
3
9
6
0
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
O
f
f
e
r
F
a
m
i
l
y
p
l
a
n
n
i
n
g
a
n
d
H
I
V
t
e
s
t
i
n
g
t
o
r
e
s
i
d
e
n
t
s
o
n
S
a
t
u
r
d
a
y
s
f
r
o
m
C
e
n
t
r
a
l
C
i
t
y
C
l
i
n
i
c
S
a
t
u
r
d
a
y
c
l
i
n
i
c
o
p
e
r
a
t
i
o
n
a
l
b
y
1
s
t
q
u
a
r
t
e
r
o
f
2
0
1
1
/
2
0
1
2
.
R
C
S
3
9
7
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
3
0
0
0
0
0
0
3
2
B
u
i
l
d
n
e
w
M
a
s
o
n
s
C
l
i
n
i
c
F
u
n
c
t
i
o
n
a
l
M
a
s
o
n
s
c
l
i
n
i
c
b
y
e
n
d
o
f
2
0
1
2
?
n
a
n
c
i
a
l
y
e
a
r
.
O
b
t
a
i
n
f
u
n
d
i
n
g
f
o
r
S
u
r
v
e
y
o
r
s
f
e
e
s
R
C
S
3
9
8
2
,
0
0
0
,
0
0
0
0
0
M
I
G
2
9
W
o
o
d
l
a
n
d
s
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
W
o
o
d
-
l
a
n
d
s
C
l
i
n
i
c
R
C
S
3
9
9
1
.
5
0
0
0
0
0
M
I
G
3
2
E
a
s
t
w
o
o
d
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
E
a
s
t
-
w
o
o
d
C
l
i
n
i
c
R
C
S
4
0
0
5
0
0
0
0
0
M
I
G
3
4
K
h
a
n
r
o
a
d
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
k
h
a
n
R
o
a
d
C
l
i
n
i
c
R
C
S
4
0
1
5
0
0
0
0
0
M
I
G
2
8
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
:
W
i
l
l
o
w
f
o
n
t
e
i
n
C
l
i
n
i
c
R
C
S
4
0
2
3
0
0
,
0
0
0
0
0
M
I
G
1
4
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
I
m
p
i
l
w
e
n
h
l
e
C
l
i
n
i
c
R
C
S
4
0
3
2
0
0
,
0
0
0
0
0
M
I
G
1
3
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
S
i
n
a
t
h
i
n
g
C
l
i
n
i
c
R
C
S
4
0
4
2
0
0
,
0
0
0
0
0
M
I
G
1
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
e
S
i
g
o
d
i
n
i
C
l
i
n
i
c
R
C
S
4
0
5
2
0
0
,
0
0
0
0
0
M
I
G
1
2
C
o
n
s
t
r
u
c
t
i
o
n
o
f
u
M
t
h
o
m
b
o
W
o
l
w
a
z
i
C
r
e
c
h
e
R
C
S
4
0
6
5
0
0
,
0
0
0
0
0
M
I
G
2
9
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
I
n
k
a
z
i
m
u
-
l
o
C
h
i
l
d
C
a
r
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
.
R
C
S
4
0
7
3
0
0
,
0
0
0
0
0
M
I
G
1
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
Z
e
n
z
e
l
e
n
i
P
r
e
-
S
c
h
o
o
l
R
C
S
4
0
8
5
0
0
,
0
0
0
0
0
M
I
G
1
188
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
n
s
t
r
c
u
t
i
o
n
o
f
I
s
w
e
l
i
h
l
e
C
r
e
c
h
e
R
C
S
4
0
9
5
0
0
,
0
0
0
0
0
M
I
G
1
5
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
i
t
h
o
l
u
l
w
a
-
z
i
C
r
e
c
h
e
R
C
S
4
1
0
5
0
0
,
0
0
0
0
0
M
I
G
9
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
p
u
m
u
z
a
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
R
C
S
4
1
1
3
0
0
,
0
0
0
0
0
M
I
G
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
G
o
d
’
s
C
o
m
-
m
u
n
i
t
y
C
r
e
c
h
e
R
C
S
4
1
2
5
0
0
,
0
0
0
0
0
M
I
G
3
5
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
a
k
h
i
s
i
z
w
e
E
C
D
C
e
n
t
r
e
.
R
C
S
4
1
3
5
0
0
,
0
0
0
0
0
M
I
G
1
6
C
o
n
s
t
r
u
c
t
i
o
n
o
f
M
k
h
u
l
e
k
o
C
r
e
c
h
e
R
C
S
4
1
4
5
0
0
,
0
0
0
0
0
M
I
G
2
C
o
n
s
t
r
u
c
t
i
o
n
o
f
I
k
u
s
a
s
e
l
i
h
l
e
D
a
y
C
a
r
e
C
e
n
t
r
e
R
C
S
4
1
5
5
0
0
,
0
0
0
0
0
M
I
G
1
9
C
o
n
s
t
r
u
c
t
i
o
n
o
f
K
u
s
i
l
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
R
C
S
4
1
6
4
0
0
,
0
0
0
0
0
M
I
G
7
C
o
n
s
t
r
u
c
t
i
o
n
o
f
N
s
i
n
d
i
s
-
w
e
n
i
C
h
i
l
d
r
e
n
s
H
o
m
e
R
C
S
4
1
7
4
1
8
,
0
0
0
M
I
G
1
3
R
e
d
u
c
e
H
I
V
p
r
e
v
e
l
a
n
c
e
r
a
t
e
f
r
o
m
4
2
%
t
o
3
5
%
b
y
e
n
d
o
f
2
0
1
3
H
I
V
p
r
e
v
e
l
a
n
c
e
r
e
d
u
c
e
d
t
o
3
5
%
b
y
J
u
n
e
2
0
1
3
R
C
S
4
1
8
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
3
0
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
m
p
r
o
v
e
T
B
c
u
r
e
r
a
t
e
f
r
o
m
7
8
%
t
o
8
5
%
b
y
e
n
d
o
f
2
0
1
2
A
n
8
5
%
c
u
r
e
r
a
t
e
a
c
h
i
e
v
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
4
1
9
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
m
p
l
e
m
e
n
t
s
c
a
r
c
e
s
k
i
l
l
s
a
l
-
l
o
w
a
n
c
e
t
o
a
t
t
r
a
c
t
a
n
d
r
e
t
a
i
n
h
e
a
l
t
h
p
r
o
f
e
s
s
i
o
n
a
l
s
b
y
J
u
n
e
2
0
1
2
.
S
c
a
r
c
e
s
h
i
l
l
s
a
l
l
o
w
a
n
c
e
t
o
b
e
i
m
p
l
i
m
e
n
t
e
d
R
C
S
4
2
0
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
E
n
s
u
r
e
t
h
e
m
a
i
n
t
e
n
a
n
c
e
o
f
C
l
i
n
i
c
f
a
c
i
l
i
t
i
e
s
S
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
w
i
t
h
I
S
i
n
p
l
a
c
e
R
C
S
4
2
1
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
P
r
o
v
i
d
i
n
g
o
n
g
o
i
n
g
w
o
r
k
e
x
p
e
r
i
e
n
c
e
f
o
r
n
u
r
s
i
n
g
s
t
u
d
e
n
t
s
O
n
g
o
i
n
g
w
o
r
k
e
x
-
p
e
r
i
e
n
c
e
p
r
o
v
i
d
e
d
.
R
C
S
4
2
2
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
189
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
e
P
H
C
s
t
u
d
y
o
p
-
p
o
r
t
u
n
i
t
i
e
s
f
o
r
R
e
i
s
t
e
r
e
d
N
u
r
s
e
s
a
n
d
B
r
i
d
g
i
n
g
c
o
u
r
s
e
f
o
r
E
n
r
o
l
l
e
d
N
u
r
s
e
s
.
4
R
e
g
i
s
t
e
r
e
d
N
u
r
s
e
s
t
r
a
i
n
e
d
a
n
d
1
E
n
r
o
l
l
e
d
N
u
r
s
e
t
r
a
i
n
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
4
2
3
0
1
0
0
0
0
0
0
1
0
0
2
0
0
0
1
0
0
5
0
0
0
1
0
0
5
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
H
I
V
&
A
I
D
S
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
-
i
t
y
A
n
t
e
N
a
t
a
l
C
l
i
n
i
c
p
r
e
v
a
l
e
n
c
e
i
s
3
5
.
1
%
.
R
e
d
u
c
t
i
o
n
o
f
n
e
w
H
I
V
i
n
f
e
c
t
i
o
n
s
i
n
M
s
u
n
d
u
z
i
M
u
-
n
i
c
i
p
l
a
i
t
y
a
r
e
a
o
f
j
u
r
i
s
d
i
c
-
t
i
o
n
b
y
5
0
%
C
o
n
d
u
c
t
1
0
E
d
u
c
a
-
t
i
o
n
,
T
r
a
i
n
i
n
g
a
n
d
5
A
w
a
r
e
n
e
s
s
C
a
m
-
p
a
i
g
n
s
f
o
c
u
s
i
n
g
o
n
P
r
e
v
e
n
t
i
o
n
a
n
d
B
e
h
a
v
i
o
u
r
C
h
a
n
g
e
.
-
E
n
s
u
r
e
a
v
a
i
l
a
b
i
l
-
i
t
y
a
n
d
a
c
c
e
s
s
i
b
i
l
-
i
t
y
o
f
c
o
n
d
o
m
s
t
h
r
o
u
g
h
o
u
t
M
s
u
n
-
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
b
y
e
s
t
a
b
l
i
s
h
i
n
g
s
e
c
o
n
d
a
r
y
c
o
n
d
o
m
d
i
s
t
r
i
b
u
t
i
o
n
o
u
t
l
e
t
a
t
a
w
a
r
d
l
e
v
e
l
R
C
S
4
2
4
5
0
0
,
0
0
0
C
o
u
n
c
i
l
E
x
i
s
t
a
n
c
e
o
f
H
o
m
e
b
a
s
e
d
C
a
r
e
p
r
o
-
g
r
a
m
m
e
s
i
n
o
n
l
y
2
8
w
a
r
d
s
i
n
M
s
u
n
d
u
z
i
M
u
n
u
c
i
p
a
l
i
t
y
M
i
t
i
g
a
t
i
n
g
t
h
e
i
m
p
a
c
t
o
f
H
I
V
&
A
I
D
S
b
y
e
n
s
u
r
i
n
g
t
h
a
t
8
0
%
o
f
t
h
e
p
o
p
u
l
a
t
i
o
n
t
h
a
t
i
s
i
n
f
e
c
t
e
d
a
n
d
a
f
f
e
c
t
e
d
r
e
c
e
i
v
e
s
T
r
e
a
t
m
e
n
t
,
C
a
r
e
a
n
d
s
u
p
p
o
r
t
.
C
o
m
m
u
n
i
t
y
p
a
r
t
i
c
i
p
a
i
o
n
i
n
M
s
u
n
d
u
z
i
m
u
n
i
c
i
-
p
a
l
i
t
y
r
e
s
p
o
n
s
e
t
o
H
I
V
&
A
I
D
S
a
i
m
-
i
n
g
a
t
e
r
a
d
i
c
a
t
i
n
g
p
o
v
e
r
t
y
,
p
r
e
v
e
n
-
t
i
o
n
o
f
f
u
r
t
h
e
r
s
p
r
e
a
d
o
f
H
I
V
a
n
d
t
h
e
i
n
t
e
r
v
e
n
t
i
o
n
s
a
v
a
i
l
a
b
l
e
f
o
r
t
h
e
p
e
o
p
l
e
t
h
a
t
a
r
e
H
I
V
i
n
f
e
c
t
e
d
R
C
S
4
2
5
L
O
C
A
L
A
I
D
S
C
O
U
N
C
I
L
e
s
t
a
b
-
l
i
s
h
e
d
,
W
A
R
D
A
I
D
S
C
O
M
M
I
T
T
E
E
S
n
o
n
e
x
i
s
t
e
n
t
a
n
d
O
p
e
r
a
-
t
i
o
n
S
u
k
u
m
a
S
a
k
h
e
i
s
c
u
r
r
e
n
t
l
y
r
u
n
i
n
5
M
u
n
i
c
i
p
a
l
w
a
r
d
s
.
E
s
t
a
b
l
i
s
h
W
a
r
d
A
I
D
S
a
n
d
S
u
k
u
m
a
S
a
k
h
e
C
o
m
m
i
t
t
e
e
s
i
n
a
l
l
3
7
W
a
r
d
s
b
y
S
e
p
t
e
m
-
b
e
r
2
0
1
1
W
a
r
d
A
I
D
S
a
n
d
S
u
k
u
m
a
S
a
k
h
e
C
o
m
m
i
t
t
e
e
s
t
o
b
e
e
s
t
a
b
l
i
s
h
e
d
i
n
a
l
l
3
7
w
a
r
d
s
R
C
S
4
2
6
N
o
m
a
i
n
s
t
e
r
a
m
-
i
n
g
o
f
H
I
V
&
A
I
D
S
p
r
o
g
r
a
m
m
e
s
w
i
t
h
i
n
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
B
u
s
i
n
e
s
s
U
n
i
t
s
E
n
s
u
r
i
n
g
t
h
a
t
m
a
i
n
s
t
e
a
m
-
i
n
g
o
f
H
I
V
&
A
I
D
S
w
i
t
h
i
n
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
d
o
e
s
t
a
k
e
p
l
a
c
e
E
n
s
u
r
e
p
l
a
n
n
i
n
g
a
n
d
i
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
H
I
V
&
A
I
D
S
a
c
t
i
v
i
t
i
e
s
i
n
a
l
l
t
h
e
B
u
s
i
n
e
s
s
-
u
n
i
t
s
f
u
n
t
i
o
n
a
l
a
r
e
a
s
.
R
C
S
4
2
7
190
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
i
b
r
a
r
y
s
e
r
v
i
c
e
A
c
c
e
p
t
a
b
l
e
·
P
r
e
p
a
r
e
a
n
e
v
a
l
u
a
t
i
o
n
r
e
p
o
r
t
o
n
s
t
a
n
d
a
r
d
o
f
s
e
r
v
i
c
e
f
o
r
a
p
p
r
o
v
a
l
/
N
o
t
i
n
g
O
f
c
o
m
m
i
t
t
e
e
A
p
p
r
o
p
r
i
a
t
e
s
e
r
v
i
c
e
a
n
d
s
e
r
v
i
c
e
l
e
v
e
l
R
C
S
4
2
8
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
a
n
y
a
p
p
r
o
v
e
d
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
R
C
S
4
2
9
S
e
c
u
r
e
a
l
l
l
i
b
r
a
r
y
b
u
i
l
d
i
n
g
s
w
i
t
h
f
e
n
c
i
n
g
,
b
u
r
g
l
a
r
b
a
r
s
a
n
d
a
l
a
r
m
s
R
C
S
4
3
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
l
i
b
r
a
r
y
b
u
i
l
d
i
n
g
s
R
C
S
4
3
1
·
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
l
i
b
r
a
r
y
r
e
a
d
e
r
s
h
i
p
r
e
p
o
r
t
f
o
r
a
l
l
l
i
b
r
a
r
i
e
s
R
C
S
4
3
2
·
I
n
c
r
e
a
s
e
l
i
b
r
a
r
y
r
e
a
d
e
r
-
s
h
i
p
a
m
o
n
g
s
t
t
h
e
c
o
m
m
u
-
n
i
t
y
b
y
5
%
R
C
S
4
3
3
I
n
t
e
r
n
e
t
@
y
o
u
r
l
i
b
r
a
r
y
p
r
o
j
e
c
t
R
C
S
4
3
4
1
0
0
,
8
0
0
R
1
0
5
,
8
4
0
R
1
1
1
,
1
3
2
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
3
4
M
o
b
i
l
e
L
i
b
r
a
r
y
U
n
i
t
(
M
L
U
)
C
o
n
d
i
t
i
o
n
a
l
G
r
a
n
t
P
r
o
j
e
c
t
(
L
i
b
r
a
r
y
M
a
t
e
r
i
a
l
s
a
n
d
I
C
T
)
U
m
s
u
n
d
u
z
i
w
a
r
d
(
2
7
)
R
C
S
4
3
5
1
,
0
0
0
,
0
0
0
R
1
,
0
0
0
,
0
0
0
R
1
,
0
0
0
,
0
0
0
0
0
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
2
7
M
a
i
n
t
e
n
a
n
c
e
o
f
C
e
m
e
t
e
r
i
e
s
U
n
a
c
c
e
p
t
a
b
l
e
m
a
i
n
t
e
-
n
a
n
c
e
l
e
v
e
l
s
·
P
r
e
p
a
r
e
a
c
e
m
e
t
e
r
y
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
&
i
m
p
l
e
m
e
n
t
a
t
i
o
n
A
p
p
r
o
p
r
i
a
t
e
s
e
r
v
i
c
e
a
n
d
s
e
r
v
i
c
e
l
e
v
e
l
R
C
S
4
3
4
1
,
0
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
F
e
n
c
i
n
g
o
f
A
z
a
l
e
a
,
s
n
a
t
h
-
i
n
g
a
n
d
W
i
l
l
o
w
f
o
n
t
a
i
n
c
e
m
e
t
o
r
i
e
s
R
C
S
4
3
5
·
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
n
e
w
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
e
m
e
t
e
r
y
a
t
H
o
l
l
i
n
g
w
o
o
d
R
C
S
4
3
6
1
6
,
0
0
0
,
0
0
0
1
2
2
,
1
4
0
,
1
8
8
0
0
C
r
e
m
a
t
o
r
i
a
U
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
a
c
r
e
m
a
t
o
r
i
a
r
e
f
u
r
b
i
s
h
m
e
n
t
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
A
c
c
e
p
t
a
b
l
e
C
r
e
m
a
-
t
i
o
n
s
e
r
v
i
c
e
R
C
S
4
3
7
·
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
e
x
i
s
t
i
n
g
c
r
e
m
a
t
o
r
i
a
a
c
c
o
r
d
i
n
g
t
o
a
p
-
p
r
o
v
e
d
p
l
a
n
R
C
S
4
3
8
·
P
r
e
p
a
r
e
&
i
m
p
l
e
m
e
n
t
a
c
r
e
m
a
t
o
r
i
a
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
R
C
S
4
3
9
·
N
o
c
r
e
m
a
t
i
o
n
d
e
l
a
y
s
d
u
e
t
o
i
n
s
u
f
?
c
i
e
n
t
g
a
s
s
u
p
p
l
y
R
C
S
4
4
0
191
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
e
r
v
i
c
e
s
U
n
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
·
P
r
e
p
a
r
e
&
a
p
p
r
o
v
e
a
n
e
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
i
t
e
i
n
s
p
e
c
t
i
o
n
p
l
a
n
s
o
a
s
t
o
e
n
s
u
r
e
f
u
l
l
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
&
b
y
-
l
a
w
s
w
r
t
:
E
f
f
e
c
t
i
v
e
E
n
v
i
-
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
P
l
a
n
b
y
3
0
J
u
n
e
2
0
1
1
R
C
S
4
4
1
2
,
0
0
0
,
0
0
0
2
0
0
0
0
0
0
P
o
l
l
u
t
i
o
n
C
o
n
t
r
o
l
R
e
a
l
t
i
m
e
(
c
o
n
-
t
i
n
u
o
u
s
)
m
o
n
i
t
o
r
-
i
n
g
a
n
d
q
u
a
n
t
i
?
-
c
a
t
i
o
n
o
f
c
r
i
t
e
r
i
a
p
o
l
l
u
t
a
n
t
s
f
r
o
m
a
i
r
p
o
l
l
u
t
i
o
n
m
o
n
i
t
o
r
-
i
n
g
s
t
a
t
i
o
n
s
R
C
S
4
4
2
V
e
c
t
o
r
C
o
n
t
r
o
l
R
C
S
4
4
3
P
l
a
c
e
s
o
f
C
a
r
e
R
C
S
4
4
5
H
e
a
l
t
h
s
u
r
v
e
i
l
l
a
n
c
e
o
f
p
r
e
m
i
s
e
s
R
C
S
4
4
5
W
a
t
e
r
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
.
F
o
o
d
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
a
n
d
s
a
f
e
t
y
R
C
S
4
4
6
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
&
?
n
d
i
n
g
s
R
C
S
4
4
7
N
o
i
s
e
c
o
n
t
r
o
l
R
C
S
4
4
8
T
r
a
n
s
f
e
r
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
s
t
o
U
m
g
u
n
-
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
m
u
-
n
i
c
i
p
a
l
i
t
y
a
s
p
e
r
l
e
g
i
s
l
a
t
i
v
e
r
e
q
u
i
r
e
-
m
e
n
t
P
r
e
-
p
a
r
e
M
O
A
a
n
d
S
L
A
-
o
b
t
a
i
n
f
u
n
d
i
n
g
f
r
o
m
D
i
s
t
r
i
c
t
u
n
t
i
l
s
e
r
v
i
c
e
t
a
k
e
n
o
v
e
r
M
O
A
b
y
3
0
J
u
n
e
2
0
1
1
R
C
S
4
4
9
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
R
C
S
4
5
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
R
C
S
4
5
1
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
R
C
S
4
5
2
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
R
C
S
4
5
3
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
R
C
S
4
5
4
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
R
C
S
4
5
5
T
O
T
A
L
3
4
,
9
1
8
,
8
0
0
7
,
8
0
6
,
3
4
0
4
2
,
7
2
5
,
1
4
0
192
Msunduzi Municipality Integrated Development Plan 2011 – 2016
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
p
r
o
p
e
r
m
a
n
a
g
e
m
e
n
t
o
f
m
u
n
i
c
i
p
a
l
c
o
m
m
o
n
a
g
e
a
n
d
u
r
b
a
n
o
p
e
n
s
p
a
c
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
M
a
i
n
t
e
n
a
n
c
e
o
f
M
u
n
i
c
i
p
a
l
p
r
o
p
-
e
r
t
y
g
r
o
u
n
d
s
U
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
o
f
p
r
o
p
e
r
t
i
e
s
·
P
r
e
p
a
r
e
a
m
a
s
t
e
r
s
c
h
e
d
u
l
e
o
f
p
r
o
p
e
r
t
i
e
s
M
a
i
n
t
e
n
a
n
c
e
P
l
a
n
C
S
P
4
5
6
2
,
9
0
0
,
0
0
0
2
,
9
0
0
,
0
0
0
2
,
9
0
0
,
0
0
0
0
0
C
o
u
n
c
i
l
A
l
l
·
P
r
e
p
a
r
e
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
-
t
i
o
n
M
a
i
n
t
e
n
a
n
c
e
P
r
o
p
e
r
t
i
e
s
C
S
P
4
5
7
E
x
p
a
n
d
e
d
P
u
b
l
i
c
W
o
r
k
s
P
r
o
g
r
a
m
m
e
i
n
a
d
e
q
u
a
t
e
m
a
i
n
t
e
-
n
a
n
c
e
T
o
e
m
p
l
o
y
1
5
p
e
o
p
l
e
p
e
r
w
a
r
d
f
o
r
m
a
i
n
t
e
n
a
n
c
e
w
o
r
k
A
d
e
q
u
a
t
e
m
a
i
n
-
t
e
n
a
n
c
e
a
n
d
j
o
b
c
r
e
a
t
i
o
n
C
S
P
4
5
8
1
5
,
0
0
0
,
0
0
0
C
O
G
T
A
&
D
O
R
A
A
l
l
w
a
r
d
s
(
1
-
3
7
)
M
u
n
i
c
i
p
a
l
M
a
r
k
e
t
3
n
e
w
c
o
l
d
r
o
o
m
s
,
3
o
l
d
c
o
l
d
r
o
o
m
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
f
a
c
i
l
i
-
t
i
e
s
C
S
P
4
5
9
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
5
0
,
0
0
0
0
0
a
l
l
f
e
n
c
i
n
g
o
l
d
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
n
e
w
f
e
n
c
i
n
g
C
S
P
4
6
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
w
i
n
d
o
w
s
r
u
s
t
e
d
a
n
d
n
e
e
d
r
e
p
l
a
c
i
n
g
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
w
e
l
l
m
a
i
n
t
a
i
n
e
d
b
u
i
d
k
l
i
n
g
C
S
P
4
6
1
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
9
0
,
0
0
0
0
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
C
S
P
4
6
2
1
0
0
,
0
0
0
1
0
0
,
0
0
0
9
0
,
0
0
0
n
o
s
e
c
u
r
i
t
y
a
t
e
n
-
t
r
a
n
c
e
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
n
e
w
e
n
t
r
a
n
c
e
C
S
P
4
6
3
0
0
1
,
0
0
0
,
0
0
0
0
0
2
t
o
i
l
e
t
b
l
o
c
k
s
v
a
n
-
d
a
l
i
s
e
d
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
p
u
b
l
i
c
t
o
i
l
e
t
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
4
1
0
0
,
0
0
0
0
0
0
0
b
a
n
a
n
a
r
o
o
m
s
l
e
a
k
-
i
n
g
g
a
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
b
a
n
a
n
a
r
o
o
m
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
5
3
5
0
,
0
0
0
0
0
0
0
1
o
l
d
m
a
c
h
i
n
e
b
r
e
a
k
-
i
n
g
d
o
w
n
f
r
e
q
u
e
n
t
l
y
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
c
l
e
a
n
?
o
o
r
s
C
S
P
4
6
6
7
0
0
,
0
0
0
0
0
0
0
S
e
c
u
r
i
t
y
c
a
m
e
r
a
n
e
e
d
s
u
p
-
g
r
a
d
i
n
g
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
c
a
m
e
r
a
s
i
n
p
l
a
c
e
:
S
e
c
u
r
e
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
7
1
5
0
,
0
0
0
0
0
0
R
o
a
d
s
n
o
t
r
e
p
a
i
r
e
d
f
o
r
m
a
n
y
y
e
a
r
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
r
e
s
u
r
f
a
c
i
n
g
o
f
r
o
a
d
s
C
S
P
4
6
8
0
5
0
0
,
0
0
0
0
0
0
E
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
e
r
v
i
c
e
s
U
n
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
P
r
e
p
a
r
e
&
a
p
p
r
o
v
e
a
n
e
n
-
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
p
l
a
n
s
o
a
s
t
o
e
n
s
u
r
e
f
u
l
l
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
&
b
y
-
l
a
w
s
w
r
t
:
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
P
l
a
n
b
y
3
0
J
u
n
e
2
0
1
1
.
C
S
P
4
6
9
0
2
0
0
,
0
0
0
0
0
0
V
e
c
t
o
r
C
o
n
t
r
o
l
.
C
o
m
m
u
-
n
i
c
i
a
b
l
e
d
i
s
e
a
s
e
c
o
n
t
r
o
l
.
T
o
b
a
c
c
o
C
o
n
t
r
o
l
.
C
S
P
4
7
0
P
l
a
c
e
s
o
f
C
a
r
e
C
S
P
4
7
1
H
e
a
l
t
h
s
u
r
v
e
i
l
l
a
n
c
e
o
f
p
r
e
m
i
s
e
s
C
S
P
4
7
2
193
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
W
a
t
e
r
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
.
F
o
o
d
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
a
n
d
s
a
f
e
t
y
C
S
P
4
7
3
N
o
i
s
e
c
o
n
t
r
o
l
C
S
P
4
7
4
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
&
?
n
d
i
n
g
s
C
S
P
4
7
5
0
0
0
0
0
T
r
a
n
s
f
e
r
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
s
t
o
U
m
g
u
n
-
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
m
u
-
n
i
c
i
p
a
l
i
t
y
a
s
p
e
r
l
e
g
i
s
l
a
t
i
v
e
r
e
q
u
i
r
e
-
m
e
n
t
.
P
r
e
p
a
r
e
M
O
A
a
n
d
S
L
A
-
o
b
t
a
i
n
f
u
n
d
i
n
g
f
r
o
m
D
i
s
t
r
i
c
t
u
n
t
i
l
s
e
r
v
i
c
e
t
a
k
e
n
o
v
e
r
M
O
A
b
y
3
0
J
u
n
e
2
0
1
1
C
S
P
4
7
6
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
C
S
P
4
7
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
S
P
4
7
8
0
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
-
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
S
P
4
7
9
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
-
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
S
P
4
8
0
0
0
0
0
0
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
S
P
4
8
1
0
0
0
0
0
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
C
S
P
4
8
2
0
A
r
t
s
&
C
u
l
t
u
r
e
T
h
e
T
a
t
h
a
m
A
r
t
G
a
l
-
l
e
r
y
i
s
a
N
a
t
i
o
n
a
l
l
y
r
e
c
o
g
n
i
z
e
d
a
s
s
e
t
w
i
t
h
n
o
v
i
s
i
t
o
r
s
’
c
a
r
p
a
r
k
·
P
r
e
p
a
r
e
a
g
a
l
l
e
r
y
u
t
i
l
i
s
a
-
t
i
o
n
p
l
a
n
f
o
r
c
a
r
p
a
r
k
a
n
d
s
c
u
l
p
t
u
r
e
p
a
r
k
I
m
p
r
o
v
e
d
a
r
t
g
a
l
-
l
e
r
y
u
t
i
l
i
s
a
t
i
o
n
C
S
P
4
8
3
0
5
,
0
0
0
,
0
0
0
0
0
0
C
o
u
n
c
i
l
1
0
0
0
0
0
P
r
o
v
i
n
c
e
T
a
t
h
a
m
a
r
t
g
a
l
l
e
r
y
i
s
a
c
i
t
y
m
o
n
u
m
e
n
t
o
f
a
r
c
h
i
t
e
c
t
u
r
a
l
v
a
l
u
e
B
u
i
l
d
i
n
g
m
a
i
n
t
e
n
a
n
c
e
B
u
i
l
d
i
n
g
i
n
g
o
o
d
c
o
n
d
i
t
i
o
n
C
S
P
4
8
4
0
3
0
0
,
0
0
0
0
0
0
V
i
s
u
a
l
A
r
t
s
&
C
r
a
f
t
s
D
e
v
e
l
o
p
-
m
e
n
t
(
W
a
s
t
e
m
a
n
a
g
e
m
e
n
t
)
•
C
o
n
d
u
c
t
t
r
a
i
n
i
n
g
w
o
r
k
-
s
h
o
p
o
n
t
h
e
u
s
e
o
f
r
e
-
c
y
c
l
e
d
m
a
t
e
r
i
a
l
C
S
P
4
8
5
2
5
,
0
0
0
R
3
0
,
0
0
0
R
3
5
,
0
0
0
0
0
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
W
i
n
s
t
o
n
C
h
u
r
c
h
i
l
l
i
s
t
h
e
o
n
l
y
R
e
g
i
o
n
a
l
T
h
e
a
t
r
e
T
o
b
e
u
p
g
r
a
d
e
d
t
o
a
r
e
q
u
i
r
e
d
s
t
a
n
d
a
r
d
o
f
a
n
A
r
t
s
C
e
n
t
r
e
R
e
v
a
m
p
e
d
f
a
c
i
l
i
t
y
m
e
e
t
i
n
g
t
h
e
r
e
-
q
u
i
r
e
d
s
t
a
n
d
a
r
d
s
o
f
A
r
t
s
C
e
n
t
r
e
C
S
P
4
8
6
1
0
,
0
0
0
,
0
0
0
0
0
0
0
N
a
t
i
o
n
a
l
A
r
t
s
a
n
d
C
u
l
t
u
r
e
D
e
p
a
r
t
m
e
n
t
A
l
l
194
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
C
S
P
4
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
S
P
4
8
8
0
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
-
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
S
P
4
8
9
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
-
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
S
P
4
9
0
0
0
0
0
0
V
A
R
I
O
U
S
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
S
P
4
9
1
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
P
A
R
K
S
A
N
D
R
E
C
R
E
A
T
I
O
N
P
r
o
v
i
s
i
o
n
o
f
N
e
w
P
a
r
k
s
L
a
c
k
o
f
P
a
r
k
s
i
n
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
P
o
v
i
s
i
o
n
o
f
N
e
w
P
a
r
k
s
i
n
E
d
e
n
d
a
l
e
C
o
m
m
u
n
t
i
e
s
t
o
h
a
v
e
a
c
c
e
s
s
t
o
P
a
r
k
s
C
S
P
4
9
2
0
3
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
2
/
2
0
,
1
5
/
1
7
M
a
n
a
g
e
m
e
n
t
o
f
g
r
a
s
s
-
c
u
t
t
i
n
g
t
h
r
o
u
g
h
o
u
t
t
h
e
c
i
t
y
P
o
o
r
s
e
r
v
i
c
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
m
a
i
n
t
a
i
n
a
n
c
e
p
l
a
n
f
o
r
g
r
a
s
s
-
c
u
t
t
i
n
g
A
l
l
a
r
e
a
s
t
h
a
t
r
e
q
u
i
r
e
g
r
a
s
s
-
c
u
t
t
i
n
g
t
o
b
e
m
a
i
n
t
a
i
n
e
d
t
o
a
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
C
S
P
4
9
3
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
L
L
P
a
r
k
s
a
n
d
o
p
e
n
s
p
a
c
e
s
e
q
u
i
p
-
m
e
n
t
A
l
l
p
l
a
y
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
r
e
q
u
i
r
e
u
p
g
r
a
d
i
n
g
R
e
f
u
r
b
i
s
h
a
l
l
P
l
a
y
g
r
o
u
n
d
E
q
u
i
p
m
e
n
t
A
l
l
p
l
a
y
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
p
r
o
p
-
e
r
l
y
m
a
i
n
t
a
i
n
e
d
C
S
P
4
9
4
1
,
0
0
0
,
0
0
0
3
0
0
,
0
0
0
3
0
0
,
0
0
0
3
0
0
0
0
0
1
0
0
0
0
0
A
L
L
P
u
r
c
h
a
s
e
s
p
e
c
i
a
l
i
s
e
d
e
q
u
i
p
-
m
e
n
t
t
o
c
u
t
g
r
a
s
s
P
r
o
p
e
r
e
q
u
i
p
m
e
n
t
t
o
c
u
t
g
r
a
s
s
C
S
P
4
9
5
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
l
l
S
p
o
r
t
s
a
n
d
r
e
c
r
e
-
a
t
i
o
n
f
a
c
i
l
i
t
i
e
s
U
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
t
o
r
e
f
u
r
-
b
i
s
h
s
p
o
r
t
s
a
n
d
r
e
c
r
e
a
t
i
o
n
f
a
c
i
l
i
t
i
e
s
A
l
l
S
p
o
r
t
a
n
d
R
e
c
r
e
a
t
i
o
n
f
a
c
i
l
i
-
t
i
e
s
m
a
i
n
t
a
i
n
e
d
t
o
a
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
t
i
o
n
C
S
P
4
9
6
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
l
l
R
e
g
i
o
n
a
l
P
a
r
k
s
a
n
d
S
p
o
r
t
s
F
a
c
i
l
i
t
i
e
s
L
a
c
k
o
f
P
a
r
k
s
a
n
d
p
a
s
s
i
v
e
r
e
c
r
e
a
t
i
o
n
R
e
v
i
t
a
l
a
s
i
o
n
o
f
A
l
e
x
a
n
d
r
a
P
a
r
k
W
e
l
l
m
a
i
n
t
a
i
n
e
d
a
n
d
u
t
l
i
z
e
d
P
a
r
k
s
C
S
P
4
9
7
3
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
2
7
O
n
l
y
o
n
e
i
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
(
Y
M
C
A
)
I
n
d
o
o
r
S
p
o
r
t
s
F
a
c
i
l
i
t
y
T
w
o
i
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
t
o
c
a
t
e
r
f
o
r
i
n
d
o
o
r
s
p
o
r
t
s
C
S
P
4
9
8
0
5
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
o
n
s
t
r
u
c
t
i
o
n
o
f
C
a
l
u
z
a
S
p
o
r
t
s
F
a
c
i
l
i
t
y
C
S
P
4
9
9
2
,
5
2
0
,
0
0
0
3
,
1
8
0
,
0
0
0
2
0
195
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
t
h
l
e
t
i
c
s
T
r
a
c
k
C
S
P
5
0
0
2
,
0
0
0
,
0
0
0
A
t
h
l
e
t
i
c
s
S
A
(
R
2
m
)
;
S
&
R
(
R
2
.
5
m
)
;
(
M
I
G
R
1
0
m
)
N
o
A
t
h
l
e
t
i
c
s
T
r
a
c
k
i
n
M
s
u
n
d
u
z
i
A
t
h
l
e
t
i
c
s
T
r
a
c
k
A
t
h
l
e
t
i
c
s
T
r
a
c
k
s
f
o
r
a
t
h
l
e
t
i
c
s
2
,
5
0
0
,
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
T
h
e
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
i
n
V
u
l
i
n
d
e
l
a
n
o
t
m
a
i
n
t
a
i
n
e
d
,
r
e
s
u
l
t
-
i
n
g
i
n
d
e
t
e
r
i
o
r
a
t
i
o
n
R
e
f
u
r
b
i
s
h
S
p
o
r
t
s
F
a
c
i
l
i
t
i
e
s
V
u
l
i
n
d
e
l
a
O
n
e
p
r
o
p
e
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
i
n
e
a
c
h
w
a
r
d
i
n
V
u
l
i
n
d
l
e
l
a
C
S
P
5
0
1
3
0
0
0
0
0
5
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
2
,
3
,
4
,
5
,
6
,
7
,
8
,
9
H
a
l
l
s
d
e
t
e
r
i
o
r
a
t
i
n
g
d
u
e
t
o
l
a
c
k
o
f
m
a
i
n
-
t
e
n
a
n
c
e
R
e
f
u
r
b
i
s
h
H
a
l
l
s
i
n
V
u
l
i
n
d
l
e
l
a
A
l
l
h
a
l
l
s
p
r
o
p
e
r
l
y
m
a
i
n
t
a
i
n
e
d
C
S
P
5
0
2
3
0
0
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
2
,
3
,
4
,
5
,
6
,
7
,
8
,
9
T
O
T
A
L
1
8
,
3
0
0
,
0
0
0
3
7
,
2
1
0
,
0
0
0
2
0
,
4
8
5
,
0
0
0
1
6
,
1
8
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
P
U
B
L
I
C
S
A
F
E
T
Y
,
E
N
F
O
R
C
E
M
E
N
T
A
N
D
D
I
S
A
S
T
E
R
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
3
.
A
l
l
p
e
o
p
l
e
i
n
S
o
u
t
h
A
f
r
i
c
a
p
r
o
t
e
c
t
e
d
a
n
d
f
e
e
l
s
a
f
e
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
3
]
-
I
m
p
r
o
v
i
n
g
c
o
l
l
a
b
o
r
a
t
i
o
n
w
i
t
h
S
A
P
S
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
3
]
-
2
.
A
n
e
f
f
e
c
t
i
v
e
a
n
d
i
n
t
e
g
r
a
t
e
d
c
r
i
m
i
n
a
l
j
u
s
t
i
c
e
s
y
s
t
e
m
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
3
]
-
I
C
T
r
e
n
e
w
a
l
i
n
j
u
s
t
i
c
e
c
l
u
s
t
e
r
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
V
i
s
i
b
l
e
p
o
l
i
c
i
n
g
P
o
o
r
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
a
p
o
l
i
c
i
n
g
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
V
i
s
i
b
l
e
p
o
l
i
c
i
n
g
P
S
D
M
5
0
3
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
a
n
d
r
e
p
o
r
t
R
e
c
o
v
e
r
y
o
f
T
r
a
f
-
?
c
?
n
e
s
L
o
w
r
e
c
o
v
e
r
y
r
a
t
e
S
u
m
m
o
n
s
e
s
;
.
·
C
o
n
d
u
c
t
w
e
e
k
l
y
r
o
a
d
b
l
o
c
k
s
v
i
a
n
u
m
b
e
r
p
l
a
t
e
r
e
c
o
g
n
i
t
i
o
n
s
y
s
t
e
m
E
f
f
e
c
t
i
v
e
r
e
c
o
v
e
r
y
m
e
a
s
u
r
e
s
i
n
p
l
a
c
e
P
S
D
M
5
0
4
0
0
0
0
0
·
W
e
e
k
l
y
r
e
p
o
r
t
o
n
r
e
v
e
n
u
e
c
o
l
l
e
c
t
i
o
n
T
o
p
r
i
n
t
W
a
r
r
a
n
t
s
o
f
a
r
-
r
e
s
t
s
;
C
o
u
r
t
R
o
l
l
s
A
n
d
N
o
t
i
c
e
s
b
e
f
o
r
e
C
o
u
r
t
A
p
p
e
a
r
a
n
c
e
H
e
a
v
y
P
r
i
n
t
i
n
g
M
a
c
h
i
n
e
s
P
S
D
M
5
0
5
9
0
0
,
0
0
0
0
0
0
0
L
i
c
e
n
s
i
n
g
s
e
r
v
i
c
e
U
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
p
l
a
n
f
o
r
s
e
r
v
i
c
e
u
p
g
r
a
d
e
.
A
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
P
S
D
M
5
0
6
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
P
u
b
l
i
c
S
a
f
e
t
y
P
o
o
r
p
u
b
l
i
c
s
a
f
e
t
y
m
e
a
s
u
r
e
s
L
a
c
k
o
f
P
u
b
l
i
c
S
a
f
e
t
y
P
l
a
n
·
P
r
e
p
a
r
e
a
P
u
b
l
i
c
S
a
f
e
t
y
r
e
a
c
t
i
o
n
p
l
a
n
w
i
t
h
S
a
f
e
C
i
t
y
a
n
d
S
A
P
D
e
v
e
l
o
p
e
d
m
a
i
n
-
t
a
i
n
e
d
a
c
t
i
o
n
p
l
a
n
s
P
S
D
M
5
0
7
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
196
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
m
p
r
o
v
e
T
r
a
f
?
c
&
S
e
c
u
r
i
t
y
S
e
r
-
v
i
c
e
s
t
o
I
m
b
a
l
i
&
N
o
r
t
h
d
a
l
e
T
o
D
e
c
e
n
t
r
a
l
i
z
e
T
r
a
f
?
c
&
S
e
c
u
t
i
t
y
S
e
r
v
i
c
e
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
T
r
a
f
?
c
&
S
e
r
c
u
-
r
i
t
y
S
e
r
v
i
c
e
s
P
S
D
M
5
0
8
1
0
0
0
0
0
0
4
0
0
,
0
0
0
2
0
0
,
0
0
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
C
N
L
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
m
e
n
t
T
w
o
W
a
y
R
a
d
i
o
s
T
o
a
c
q
u
i
r
e
s
p
e
c
i
a
l
-
i
z
e
d
T
r
a
f
?
c
E
q
u
i
p
-
m
e
n
t
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
-
m
e
n
t
T
w
o
W
a
y
R
a
d
i
o
s
P
S
D
M
5
0
9
2
5
0
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
1
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
t
o
e
x
i
s
t
-
i
n
g
E
n
t
r
a
n
c
e
T
o
s
e
c
u
r
e
T
h
e
T
r
a
f
?
c
&
S
e
c
u
t
i
t
y
H
Q
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
T
r
a
f
?
c
S
e
c
u
r
i
t
y
P
S
D
M
5
1
0
1
0
0
0
0
0
2
5
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
A
c
q
u
i
s
i
t
i
o
n
o
f
n
e
w
n
e
w
m
e
t
e
r
s
f
o
r
t
r
a
f
?
c
O
f
?
c
e
r
s
T
o
s
c
r
e
e
n
a
t
l
e
a
s
t
1
0
0
0
p
e
r
q
u
a
r
t
e
r
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
a
l
c
o
m
e
t
e
r
s
P
S
D
M
5
1
1
1
0
0
0
0
0
1
0
0
,
0
0
0
n
i
l
n
i
l
C
N
L
R
e
p
l
a
c
e
C
r
i
t
i
c
a
l
F
l
e
e
t
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
M
o
t
o
r
V
e
h
i
c
l
e
s
f
o
r
T
r
a
f
?
c
a
n
d
s
e
c
u
-
r
i
t
y
P
S
D
M
5
1
2
2
0
0
0
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
5
0
,
0
0
0
C
N
L
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
n
e
w
s
p
e
e
d
c
a
m
e
r
a
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
s
p
e
e
d
c
a
m
e
r
a
s
P
S
D
M
5
1
3
2
5
0
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
C
N
L
I
m
p
r
o
v
e
T
r
a
f
?
c
&
S
e
c
u
r
i
t
y
S
e
r
-
v
i
c
e
s
t
o
I
m
b
a
l
i
&
N
o
r
t
h
d
a
l
e
C
o
m
p
u
t
e
r
i
z
e
s
a
t
e
l
-
l
i
t
e
o
f
?
c
e
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
C
o
m
p
u
t
e
r
s
P
S
D
M
5
1
4
2
5
0
0
0
0
2
0
0
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
i
m
p
r
o
v
e
T
r
a
f
?
c
C
o
n
t
r
o
l
i
n
t
h
e
C
B
D
E
m
p
l
o
y
m
e
n
t
o
f
T
r
a
f
?
c
w
a
r
d
e
n
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
E
m
p
l
o
y
m
e
n
t
o
f
2
0
N
e
w
T
r
a
f
?
c
W
a
r
d
e
n
s
P
S
D
M
5
1
5
2
5
0
0
0
0
0
2
,
5
0
0
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
I
m
p
r
o
v
e
t
h
e
S
a
f
e
-
t
y
a
n
d
s
e
l
f
d
e
f
e
n
c
e
o
f
t
h
e
T
r
a
f
?
c
a
n
d
S
e
c
u
r
i
t
y
O
f
?
c
e
r
s
T
o
a
c
q
u
i
r
e
n
e
w
F
i
r
e
A
r
m
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
F
i
r
e
A
r
m
s
f
o
r
T
r
a
f
?
c
a
n
d
S
e
c
u
r
i
t
y
P
S
D
M
5
1
6
2
5
0
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
n
i
l
n
i
l
C
N
L
I
m
p
r
o
v
e
t
h
e
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
t
h
r
o
u
g
h
o
u
t
t
h
e
M
s
u
n
d
u
z
i
a
r
e
a
E
m
p
l
o
y
m
e
n
t
o
f
T
r
a
f
?
c
O
f
?
c
e
r
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
E
m
p
l
o
y
m
e
n
t
o
f
Q
u
a
l
i
-
?
e
d
/
N
e
w
T
r
a
f
?
c
O
f
?
c
e
r
s
P
S
D
M
5
1
7
4
5
0
0
0
0
0
n
i
l
n
i
l
n
i
l
n
i
l
C
N
L
T
h
e
e
x
i
s
t
i
n
g
R
a
d
i
o
s
a
r
e
a
c
h
a
l
l
e
n
g
e
t
o
t
h
e
L
a
w
e
n
f
o
r
c
e
m
e
n
t
o
f
?
c
e
r
s
.
F
o
r
b
o
t
h
T
r
a
f
?
c
S
e
r
v
i
c
e
s
&
P
u
b
l
i
c
S
a
f
e
t
y
t
o
o
p
e
r
a
t
e
e
f
f
e
c
t
i
v
e
l
y
T
w
o
-
w
a
y
P
u
b
l
i
c
R
a
d
i
o
s
P
S
D
M
5
1
8
0
0
0
0
0
F
i
r
e
F
i
g
h
t
i
n
g
S
e
r
v
i
c
e
U
p
g
r
a
d
e
S
e
r
v
i
c
e
l
e
v
e
l
s
·
D
e
v
e
l
o
p
S
L
A
`
s
U
p
g
r
a
d
e
S
e
r
v
i
c
e
L
e
v
e
l
A
g
r
e
e
m
e
n
t
s
P
S
D
M
5
1
9
0
0
0
0
0
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
a
u
d
i
t
r
e
n
o
n
-
c
o
m
p
l
i
a
n
c
e
w
i
t
h
?
r
e
,
r
e
s
c
u
e
&
d
i
s
a
s
t
e
r
m
a
n
a
g
e
m
e
n
t
l
e
g
i
s
l
a
t
i
o
n
R
e
q
u
i
r
e
d
f
o
r
t
h
e
e
f
f
e
c
t
i
v
e
r
u
n
n
i
n
g
o
f
t
h
i
s
e
m
e
r
g
e
n
c
y
s
e
r
v
i
c
e
.
U
p
g
r
a
d
e
o
f
P
A
B
X
s
y
s
t
e
m
i
n
F
i
r
e
a
n
d
R
e
s
c
u
e
S
e
r
v
i
c
e
s
C
r
i
s
i
s
C
o
n
t
r
o
l
C
e
n
t
r
e
.
P
S
D
M
5
2
0
0
0
0
0
0
C
o
u
n
c
i
l
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
E
m
e
r
g
e
n
c
y
C
o
n
t
r
o
l
F
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
C
o
m
m
u
n
i
c
a
t
i
o
n
F
a
c
i
l
i
t
y
i
n
a
E
m
e
r
g
e
c
n
y
S
e
r
v
i
c
e
s
C
o
n
t
r
o
l
C
e
n
t
r
e
U
p
g
r
a
d
e
f
o
r
E
m
e
r
-
g
e
n
c
y
C
o
m
m
a
n
d
C
o
n
t
r
o
l
C
e
n
t
r
e
P
S
D
M
5
2
1
1
0
0
0
0
0
0
C
N
L
197
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
r
i
t
i
c
a
l
?
r
e
?
g
h
t
-
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
F
i
r
e
F
i
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
f
o
r
H
a
z
a
r
d
o
u
s
M
a
t
e
r
i
a
l
s
R
e
s
p
o
n
s
e
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
S
D
M
5
2
2
2
5
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
F
a
c
i
l
i
t
y
T
o
s
e
c
u
r
e
c
o
u
n
c
i
l
P
r
o
p
e
r
t
y
P
a
r
k
i
n
g
F
a
c
i
l
i
t
y
f
o
r
F
i
r
e
E
n
g
i
n
e
s
a
t
C
e
n
-
t
r
a
l
F
i
r
e
S
t
a
t
i
o
n
P
S
D
M
5
2
3
8
0
0
,
0
0
0
C
N
L
N
e
w
N
o
r
t
h
d
a
l
e
F
i
r
e
S
t
a
t
i
o
n
T
o
d
e
c
e
n
t
r
a
l
i
s
e
F
i
r
e
S
t
a
-
t
i
o
n
s
I
m
p
r
o
v
e
d
?
r
e
&
r
e
s
c
u
e
r
e
s
p
o
n
s
e
t
o
N
o
r
t
h
d
a
l
e
a
r
e
a
P
S
D
M
5
2
4
8
0
0
,
0
0
0
0
0
0
0
C
N
L
S
t
a
t
i
o
n
S
e
c
u
r
i
t
y
T
o
s
e
c
u
r
e
c
o
u
n
c
i
l
P
r
o
p
e
r
t
y
N
e
w
e
n
t
r
a
n
c
e
c
o
n
t
r
o
l
a
t
c
e
n
t
r
a
l
?
r
e
s
t
a
t
i
o
n
P
S
D
M
5
2
5
1
5
0
,
0
0
0
0
0
0
0
C
N
L
E
s
t
a
b
l
i
s
h
A
i
r
c
r
a
f
t
F
i
r
e
?
g
h
t
i
n
g
t
r
a
i
n
-
i
n
g
f
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
f
a
c
i
l
i
t
y
f
o
r
t
h
e
A
i
r
p
o
r
t
F
i
r
e
?
g
h
t
e
r
s
t
o
e
n
s
u
r
e
c
o
m
p
l
i
a
n
c
e
w
i
t
h
S
A
C
A
A
A
i
r
c
r
a
f
t
F
i
r
e
?
g
h
t
i
n
g
T
r
a
i
n
i
n
g
F
a
c
i
l
i
t
y
P
G
D
M
S
5
2
6
9
5
0
0
0
0
C
r
i
t
i
c
a
l
B
r
e
a
t
h
i
n
g
A
p
p
a
r
a
t
u
s
?
r
e
-
?
g
h
t
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
B
r
e
a
t
h
n
g
A
p
p
a
r
a
t
u
s
E
q
u
i
p
-
m
e
n
t
f
o
r
F
i
r
e
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
B
A
F
i
r
e
?
g
h
t
-
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
2
7
5
0
0
0
0
5
0
0
0
0
N
e
w
V
u
l
i
n
d
l
e
l
a
F
i
r
e
S
t
a
t
i
o
n
T
o
d
e
c
e
n
t
r
a
l
i
s
e
F
i
r
e
S
t
a
-
t
i
o
n
s
I
m
p
r
o
v
e
d
?
r
e
&
r
e
s
c
u
e
r
e
s
p
o
n
s
e
t
o
V
u
l
i
n
d
l
e
l
a
a
r
e
a
P
G
D
M
S
5
2
8
3
5
0
0
0
0
0
4
x
4
?
r
e
?
g
h
t
i
n
g
u
n
i
t
w
i
t
h
e
q
u
i
p
-
m
e
n
t
f
o
r
V
u
l
i
n
d
l
e
-
l
a
F
i
r
e
S
t
a
t
i
o
n
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
R
e
p
l
a
c
e
d
C
r
i
t
i
c
a
l
F
l
e
e
t
P
G
D
M
S
5
2
9
3
5
0
0
0
0
0
E
s
t
a
b
l
i
s
h
n
e
w
?
r
e
?
g
h
t
e
r
t
r
a
i
n
i
n
g
f
a
c
i
l
i
t
y
a
t
O
r
i
b
i
F
i
r
e
S
t
a
t
i
o
n
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
t
r
a
i
n
-
i
n
g
f
a
c
i
l
i
t
y
f
o
r
F
i
r
e
?
g
h
t
e
r
s
N
e
w
T
r
a
i
n
i
n
g
F
a
c
i
l
i
t
y
a
t
O
r
i
b
i
F
i
r
e
S
t
a
t
i
o
n
P
G
D
M
S
5
3
0
1
0
0
0
0
0
0
2
x
P
o
r
t
a
b
l
e
p
u
m
p
f
o
r
?
r
e
?
g
h
t
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
P
o
r
t
a
b
l
e
P
u
m
p
s
f
o
r
F
i
r
e
-
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
1
2
0
0
0
0
0
2
x
J
a
w
s
o
f
l
i
f
e
f
o
r
?
r
e
?
g
h
t
i
n
g
T
o
a
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
J
a
w
s
o
f
l
i
f
e
f
o
r
F
i
r
e
?
g
h
t
i
n
g
&
R
e
s
c
u
e
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
2
3
0
0
0
0
0
0
3
0
0
0
0
0
3
0
0
0
0
0
4
x
4
b
u
s
h
?
r
e
?
g
h
t
-
i
n
g
u
n
i
t
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
3
8
0
0
0
0
0
8
0
0
0
0
0
8
0
0
0
0
0
n
e
w
c
o
m
p
u
t
e
r
s
C
o
m
p
u
t
e
r
s
r
e
p
l
a
c
e
d
c
o
m
p
u
t
e
r
s
P
G
D
M
S
5
3
4
1
0
0
0
0
0
S
p
e
c
i
a
l
i
s
e
d
H
y
d
r
a
u
l
i
c
a
n
d
P
n
e
u
m
a
t
i
c
R
e
s
c
u
e
t
o
o
l
s
f
o
r
?
r
e
?
g
h
t
-
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
R
e
s
-
c
u
e
T
o
o
l
s
f
o
r
F
i
r
e
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
3
5
S
5
2
0
0
0
0
0
5
0
0
0
0
2
x
J
a
w
s
o
f
l
i
f
e
f
o
r
?
r
e
?
g
h
t
i
n
g
4
x
4
b
u
s
h
?
r
e
?
g
h
t
-
i
n
g
u
n
i
t
N
e
w
p
o
r
t
a
b
l
e
a
n
d
m
o
b
i
l
e
r
a
d
i
o
s
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
R
a
d
i
o
C
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
?
r
e
s
e
r
v
i
c
e
N
e
w
m
o
b
i
l
e
a
n
d
p
o
r
t
a
b
l
e
r
a
d
i
o
s
P
G
D
M
S
5
3
6
5
0
0
0
0
198
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
E
m
e
r
g
e
n
c
y
C
o
n
t
r
o
l
F
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
C
o
m
m
u
n
i
c
a
t
i
o
n
F
a
c
i
l
i
t
y
i
n
a
E
m
e
r
g
e
c
n
y
S
e
r
v
i
c
e
s
C
o
n
t
r
o
l
C
e
n
t
r
e
U
p
g
r
a
d
e
f
o
r
E
m
e
r
-
g
e
n
c
y
C
o
m
m
a
n
d
C
o
n
t
r
o
l
C
e
n
t
r
e
P
G
D
M
S
5
3
7
1
5
0
0
0
0
D
i
s
a
s
t
e
r
M
a
n
a
g
e
-
m
e
n
t
U
n
s
u
p
p
o
r
t
e
d
D
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
s
.
G
e
t
a
n
o
p
-
e
r
a
t
i
o
n
a
l
r
e
s
p
o
n
s
e
p
l
a
n
i
n
p
l
a
c
e
.
·
D
e
v
e
l
o
p
D
i
s
a
s
t
e
r
r
e
c
o
v
-
e
r
y
p
l
a
n
s
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
D
e
v
e
l
o
p
D
i
s
a
s
t
e
r
D
a
t
a
b
a
s
e
a
n
d
f
o
s
t
e
r
r
e
l
a
t
i
n
s
h
i
p
s
w
i
t
h
o
t
h
e
r
e
m
e
r
g
e
n
c
y
u
n
i
t
s
a
n
d
d
e
p
a
r
t
m
e
n
t
s
.
U
p
d
a
t
e
d
D
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
s
.
U
p
-
d
a
t
e
d
c
r
i
s
i
s
r
e
s
p
o
n
s
e
p
r
o
t
o
c
o
l
a
n
d
d
a
t
a
b
a
s
e
.
D
e
v
e
l
o
p
a
c
o
m
p
l
e
t
e
r
i
s
k
a
n
a
l
y
s
i
s
w
i
t
h
a
l
l
h
i
s
t
o
r
i
c
e
v
e
n
t
s
a
n
d
p
o
t
e
n
t
i
a
l
t
h
r
e
a
t
s
E
s
t
a
b
l
i
s
h
a
L
D
M
A
F
t
h
a
t
c
a
n
d
e
v
e
l
o
p
t
h
e
D
i
s
a
s
t
e
r
M
a
n
a
g
m
e
n
t
P
l
a
n
o
n
c
e
t
h
e
r
i
s
k
a
s
-
s
i
s
s
e
m
e
n
t
i
s
c
o
m
p
l
e
t
e
.
A
n
E
v
e
n
t
S
a
f
e
t
y
P
o
l
i
c
y
t
h
a
t
c
a
n
b
e
e
n
f
o
r
c
e
d
s
u
p
p
o
r
t
e
d
b
y
t
h
e
n
e
c
e
s
s
a
r
y
b
y
l
a
w
s
a
n
d
s
t
a
f
f
.
P
G
D
M
S
5
3
8
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
D
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
B
u
d
g
e
t
A
l
l
w
a
r
d
s
L
a
c
k
o
f
d
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
P
l
a
n
.
O
u
t
d
a
t
e
d
D
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
P
l
a
n
1
.
D
o
a
r
i
s
k
a
s
s
e
s
m
e
n
t
p
e
r
w
a
r
d
·
D
e
v
e
l
o
p
S
L
A
w
i
t
h
S
a
f
e
C
i
t
y
&
P
u
b
l
i
c
S
a
f
e
t
y
f
o
r
d
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
a
r
-
r
a
n
g
e
m
e
n
t
s
P
S
D
M
5
3
9
E
v
e
n
t
s
a
f
e
t
y
s
i
n
c
e
n
e
w
l
a
w
s
a
r
e
i
n
p
l
a
c
e
T
o
d
e
v
e
l
o
p
a
n
e
v
e
n
t
s
a
f
e
t
y
p
o
l
i
c
y
p
e
r
t
a
i
n
g
t
o
a
l
l
e
v
e
n
t
s
h
e
l
d
w
i
t
h
i
n
t
h
e
c
i
t
y
P
S
D
M
5
4
0
C
r
i
m
e
p
r
e
v
e
n
t
i
o
n
P
o
o
r
s
u
p
p
o
r
t
·
R
u
n
S
a
f
e
C
i
t
y
D
e
v
e
l
o
p
-
m
e
n
t
C
o
m
m
i
t
t
e
e
w
i
t
h
A
g
e
n
d
a
s
,
M
i
n
u
t
e
s
V
i
a
b
l
e
e
n
t
i
t
y
P
S
D
M
5
4
1
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
0
0
0
·
C
o
n
s
i
d
e
r
S
L
A
r
e
p
o
r
t
·
R
e
d
u
c
t
i
o
n
o
f
i
n
c
i
d
e
n
t
s
r
e
l
a
t
e
d
t
o
c
r
i
m
e
s
o
f
t
h
e
f
t
&
a
b
u
s
e
o
f
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
b
y
5
%
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
P
S
D
M
5
4
2
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
P
S
D
M
5
4
3
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
P
S
D
M
5
4
4
199
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
P
S
D
M
5
4
5
0
0
0
0
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
P
S
D
M
5
4
6
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
T
O
T
A
L
4
,
4
0
0
,
0
0
0
7
,
4
2
5
,
0
0
0
0
0
0
200
Msunduzi Municipality Integrated Development Plan 2011 – 2016
S
E
C
T
I
O
N
G
:
P
R
O
J
E
C
T
S
L
I
S
T
F
O
R
2
0
1
1
/
2
0
1
2
T
h
e
l
i
s
t
o
f
p
r
o
j
e
c
t
s
b
e
l
o
w
p
r
o
v
i
d
e
a
l
i
s
t
o
f
p
r
o
j
e
c
t
s
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
n
t
e
n
d
t
o
i
m
p
l
e
m
e
n
t
f
o
r
2
0
1
1
/
2
0
1
2
a
n
d
o
u
t
e
r
?
n
a
n
c
i
a
l
y
e
a
r
s
.
I
t
m
u
s
t
b
e
n
o
t
e
d
t
h
o
u
g
h
t
h
a
t
t
h
o
s
e
p
r
o
j
e
c
t
s
t
h
a
t
f
a
l
l
u
n
d
e
r
t
h
e
o
u
t
e
r
y
e
a
r
s
c
a
n
b
e
a
d
j
u
s
t
e
d
n
o
t
c
o
m
p
l
e
t
e
l
y
t
o
a
c
c
o
m
m
o
d
a
t
e
t
h
e
p
r
i
o
r
i
t
i
z
a
t
i
o
n
p
r
o
c
e
s
s
o
n
a
n
a
n
n
u
a
l
b
a
s
i
s
.
I
t
m
u
s
t
b
e
n
o
t
e
d
t
h
o
u
g
h
t
h
a
t
d
u
r
i
n
g
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
i
t
w
a
s
b
u
s
i
n
e
s
s
u
n
u
s
u
a
l
d
u
e
t
o
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
c
r
i
s
i
s
w
h
i
c
h
m
a
d
e
t
h
e
p
r
i
o
r
i
t
i
z
a
t
i
o
n
o
f
t
h
e
p
r
o
j
e
c
t
s
f
o
r
2
0
1
0
/
1
1
d
i
f
?
c
u
l
t
.
T
h
e
f
o
l
l
o
w
i
n
g
p
r
o
j
e
c
t
s
w
e
r
e
i
d
e
n
t
i
?
e
d
a
s
p
a
r
t
o
f
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
t
h
a
t
s
t
a
r
t
e
d
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
M
a
r
c
h
2
0
1
0
a
f
t
e
r
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
t
a
k
e
n
o
v
e
r
b
y
t
h
e
M
E
C
f
o
r
C
O
G
T
A
(
K
Z
N
)
t
h
r
o
u
g
h
t
h
e
d
e
p
l
o
y
m
e
n
t
o
f
t
h
e
a
d
m
i
n
i
s
t
r
a
t
o
r
u
n
d
e
r
S
e
c
t
i
o
n
1
3
9
(
b
)
o
f
t
h
e
M
F
M
A
2
0
0
3
D
E
T
A
I
L
E
D
P
R
O
J
E
C
T
S
L
I
S
T
A
S
P
E
R
T
H
E
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
A
N
D
B
U
D
G
E
T
I
M
P
L
E
M
E
N
T
A
T
I
O
N
P
L
A
N
(
S
D
B
I
P
)
F
O
R
T
H
E
B
U
D
G
E
T
Y
E
A
R
S
E
N
D
E
D
2
0
1
1
/
2
0
1
2
)
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
R
O
A
D
S
N
E
T
W
O
R
K
M
A
S
T
E
R
P
L
A
N
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
R
o
a
d
s
i
n
A
s
h
d
o
w
n
2
3
1
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
g
r
a
d
i
n
g
o
f
M
a
c
h
i
b
i
s
a
/
D
a
m
b
u
z
a
R
o
a
d
s
2
1
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
H
l
a
t
h
i
n
i
R
o
a
d
,
S
i
n
a
t
h
i
n
g
i
1
1
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
1
1
2
8
R
d
5
5
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
U
n
i
t
P
i
n
t
e
r
n
a
l
R
o
a
d
s
1
8
3
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
W
a
t
e
r
f
a
l
l
R
o
a
d
-
E
s
i
g
o
d
i
n
i
1
2
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
H
o
r
s
e
S
h
o
e
A
c
c
e
s
s
R
d
i
n
I
m
b
a
l
i
S
t
a
g
e
1
&
2
1
5
&
1
9
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
S
t
a
t
i
o
n
R
o
a
d
B
r
i
d
g
e
-
E
I
A
&
D
e
s
i
g
n
U
p
d
a
t
e
1
1
2
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
o
s
c
o
w
R
o
a
d
s
1
2
4
0
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
t
e
r
g
r
a
t
e
d
R
a
p
i
d
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
N
e
t
w
o
r
k
(
I
R
P
T
N
)
P
l
a
n
n
i
n
g
A
l
l
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
D
o
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
N
e
w
E
n
g
l
a
n
d
R
o
a
d
9
,
4
0
0
,
0
0
0
C
O
G
T
A
201
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
g
r
a
v
e
l
R
o
a
d
,
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
,
A
l
m
o
n
d
B
a
n
k
D
e
v
.
8
7
5
,
0
0
0
D
e
v
e
l
o
p
e
r
c
o
n
t
r
i
b
u
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
g
r
a
v
e
l
R
o
a
d
,
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
,
A
l
m
o
n
d
B
a
n
k
D
e
v
.
2
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
i
t
t
e
d
-
C
o
u
n
c
i
l
c
o
n
t
r
i
b
u
t
i
o
n
;
d
e
v
e
l
o
p
e
r
p
a
i
d
R
1
m
i
l
l
i
o
n
f
o
r
d
e
s
i
g
n
a
n
d
c
o
n
s
t
r
u
c
t
i
o
n
i
n
2
0
0
9
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
N
3
/
C
h
o
t
a
M
o
t
a
l
a
I
n
t
e
r
c
h
a
n
g
e
A
l
l
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
i
t
t
e
d
-
C
o
u
n
c
i
l
c
o
n
t
r
i
b
u
t
i
o
n
o
v
e
r
n
e
x
t
3
y
e
a
r
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
3
6
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
t
e
r
s
e
c
t
i
o
n
c
o
n
t
r
o
l
t
r
a
f
?
c
s
i
g
n
a
l
s
3
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
U
r
g
e
n
t
t
r
a
f
?
c
c
o
n
t
r
o
l
m
e
a
s
u
r
e
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
T
r
a
f
?
c
C
a
l
m
i
n
g
M
e
a
s
u
r
e
s
A
l
l
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
C
N
L
U
r
g
e
n
t
i
n
s
t
a
l
l
a
t
i
o
n
f
r
o
m
p
r
i
o
r
i
t
i
z
e
d
l
i
s
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
C
B
D
o
w
n
e
s
R
o
a
d
3
6
5
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
n
e
r
c
i
t
y
i
n
f
r
a
s
t
r
u
c
t
u
r
e
u
p
g
r
a
d
e
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
F
e
a
s
i
b
i
l
i
t
y
,
b
u
s
i
n
e
s
s
p
l
a
n
;
p
a
v
i
n
g
,
a
b
l
u
t
i
o
n
s
,
b
u
s
s
h
e
l
t
e
r
s
,
s
e
a
t
i
n
g
,
e
t
c
.
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
d
a
t
e
R
o
a
d
s
A
s
s
e
t
M
a
n
-
a
g
e
m
e
n
t
P
l
a
n
A
l
l
1
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
T
H
E
M
B
A
L
I
H
L
E
-
T
A
M
-
B
O
V
I
L
L
E
C
U
L
V
E
R
T
A
N
D
L
I
N
K
R
O
A
D
3
4
3
9
4
,
5
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
2
0
6
9
-
M
t
h
a
l
a
n
e
R
d
2
6
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
a
l
a
l
a
R
o
a
d
-
I
s
i
n
a
t
h
i
n
g
i
5
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
a
n
n
i
v
i
l
l
e
i
n
t
e
r
n
a
l
R
o
a
d
s
2
9
2
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
1
1
2
2
R
d
8
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
K
h
o
z
a
R
d
4
1
,
5
0
0
,
0
0
0
M
I
G
202
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
b
u
c
w
a
n
a
R
d
1
1
,
8
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
S
i
m
e
l
a
n
e
R
d
1
6
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
S
t
o
r
m
-
w
a
t
e
r
D
r
a
i
n
-
a
g
e
a
l
o
n
g
D
a
m
b
u
z
a
R
d
2
1
1
5
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
:
M
t
h
e
t
h
o
m
u
s
h
a
,
N
a
t
s
h
i
R
d
,
H
a
d
e
b
e
R
d
,
D
i
p
i
n
i
R
d
,
T
h
u
l
a
R
d
,
H
l
e
n
g
w
a
R
d
,
B
h
u
l
a
R
d
,
2
2
9
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
S
o
b
h
o
m
o
r
o
R
d
1
6
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
l
u
b
i
R
d
,
N
k
o
s
i
R
d
,
N
t
o
m
b
e
l
a
R
d
,
D
.
S
h
e
z
i
R
d
,
N
s
h
i
n
g
i
l
a
R
d
&
M
p
u
n
g
o
s
e
R
d
-
1
2
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
K
w
a
N
y
a
m
a
z
a
n
e
R
o
a
d
s
1
3
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
D
1
1
3
9
R
d
,
V
u
l
i
n
d
l
e
l
a
8
2
,
0
0
0
,
0
0
0
1
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
1
1
8
0
0
,
0
0
0
8
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
W
i
l
l
o
w
f
o
u
n
t
a
i
n
R
d
E
x
t
e
n
s
i
o
n
1
4
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
n
e
w
r
o
a
d
-
Z
o
n
d
i
s
t
o
r
e
1
7
3
0
0
,
0
0
0
3
,
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
-
C
a
l
u
z
a
2
0
1
,
4
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
M
b
a
n
j
w
a
R
d
2
0
1
5
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
a
r
e
w
o
o
d
R
d
2
0
2
5
0
,
0
0
0
2
,
3
2
5
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
R
o
a
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
P
M
S
V
a
r
i
-
o
u
s
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
M
I
G
203
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
r
o
a
d
s
-
R
o
u
t
e
7
8
1
3
3
,
0
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
l
i
n
k
r
o
a
d
b
e
t
w
e
e
n
T
h
e
m
b
a
l
i
h
l
e
a
n
d
T
a
m
b
o
v
i
l
l
e
3
4
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
S
o
b
a
n
t
u
3
5
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
C
e
n
t
r
a
l
a
r
e
a
s
V
a
r
i
-
o
u
s
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
N
o
r
t
h
e
r
n
a
r
e
a
s
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
0
0
0
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
E
d
e
n
d
a
l
e
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
5
0
0
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
P
e
d
e
s
t
r
i
a
n
f
o
o
t
b
r
i
d
g
e
s
a
n
d
c
r
o
s
s
i
n
g
s
2
0
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
E
d
e
n
d
a
l
e
/
S
u
t
h
e
r
l
a
n
d
R
d
r
e
-
a
l
i
g
n
m
e
n
t
1
9
,
2
3
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
r
o
a
d
s
p
r
o
j
e
c
t
p
l
a
n
A
l
l
5
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
P
l
a
n
B
e
l
l
e
v
u
e
D
i
s
t
r
i
b
u
t
o
r
R
o
a
d
3
6
3
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
O
t
t
o
’
s
B
l
u
f
f
,
C
o
n
n
o
r
R
d
l
i
n
k
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
B
u
r
g
e
r
S
t
r
e
e
t
e
x
t
e
n
s
i
o
n
1
2
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
l
a
y
b
y
s
3
0
0
,
0
0
0
2
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
b
u
s
s
h
e
l
t
e
r
s
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
D
O
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
f
a
c
i
l
i
t
i
e
s
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
E
r
a
d
i
c
a
t
i
o
n
o
f
g
r
a
v
e
l
r
o
a
d
s
1
1
0
,
0
0
0
,
0
0
0
1
1
0
,
0
0
0
,
0
0
0
1
1
0
,
0
0
0
,
0
0
0
M
I
G
,
C
N
L
T
O
T
A
L
1
2
6
,
1
7
5
,
0
0
0
1
7
6
,
0
3
7
,
3
0
0
2
0
5
,
3
5
0
,
0
0
0
1
8
1
,
1
2
5
,
0
0
0
1
4
5
,
8
0
0
,
0
0
0
204
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
W
A
T
E
R
A
N
D
S
A
N
I
T
A
T
I
O
N
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
I
n
s
t
a
l
l
a
t
i
o
n
o
f
V
I
P
s
i
n
V
u
l
i
n
d
l
e
l
a
1
-
9
1
4
,
0
0
0
,
0
0
0
M
I
G
I
n
s
t
a
l
l
3
0
0
0
V
I
P
’
s
i
n
V
u
l
i
n
d
l
e
l
a
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
M
a
s
o
n
s
R
e
s
e
r
v
o
i
r
a
n
d
P
i
p
e
l
i
n
e
[
D
e
s
i
g
n
C
o
m
p
l
e
-
t
i
o
n
a
n
d
E
I
A
]
3
0
0
,
0
0
0
1
3
,
5
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
M
I
G
D
e
s
i
g
n
a
n
d
E
I
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
R
e
d
u
c
t
i
o
n
o
f
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
A
l
l
w
a
r
d
s
2
5
,
0
1
9
,
4
0
6
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
F
e
a
s
i
b
i
l
i
t
y
S
t
u
d
y
3
,
6
7
3
,
5
9
4
M
I
G
S
u
r
v
e
y
o
f
s
e
w
e
r
i
n
f
r
-
s
t
r
u
c
t
u
r
e
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
-
t
a
t
i
o
n
S
y
s
t
e
m
1
8
4
0
0
,
0
0
0
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
D
e
s
i
g
n
a
n
d
E
I
A
,
w
a
t
e
r
b
o
u
r
n
e
s
y
s
t
e
m
f
o
r
5
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
d
e
n
d
a
l
e
P
r
o
p
e
r
N
e
w
M
a
i
n
s
a
n
d
R
e
t
i
c
u
l
a
t
i
o
n
2
0
1
,
4
1
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
R
e
p
l
a
c
e
m
e
n
t
a
n
d
e
x
-
t
e
n
s
i
o
n
s
o
f
p
i
p
e
l
i
n
e
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
-
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
w
a
t
e
r
]
1
4
,
1
5
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
b
l
o
c
k
d
r
a
i
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
V
a
r
i
-
o
u
s
4
,
0
0
0
,
0
0
0
6
0
0
0
0
0
0
8
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
2
0
0
0
0
0
0
M
I
G
R
e
p
l
a
c
e
m
e
n
t
o
f
o
l
d
s
e
w
e
r
p
i
p
e
s
a
n
d
p
u
m
p
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
-
W
a
r
d
1
6
[
D
e
s
i
g
n
P
h
a
s
e
]
1
6
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
M
I
G
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
f
o
r
4
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
B
a
s
i
c
W
a
t
e
r
S
u
p
p
l
y
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
N
e
w
w
a
t
e
r
i
n
s
t
a
l
l
a
t
i
o
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
-
P
h
a
s
e
2
(
D
e
s
i
g
n
)
1
0
5
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
M
I
G
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
f
o
r
4
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
C
o
p
e
s
v
i
l
l
e
R
e
s
e
r
v
o
i
r
2
9
1
2
,
5
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
C
o
n
s
t
r
u
c
t
n
e
w
r
e
s
e
r
v
o
i
r
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
2
0
,
2
1
5
,
5
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
M
I
G
E
l
i
m
i
n
a
t
e
5
,
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
W
a
t
e
r
]
2
0
,
2
1
1
,
0
0
0
,
0
0
0
1
,
2
5
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
E
l
i
m
i
n
a
t
e
5
,
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
205
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
-
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
1
4
,
1
5
,
1
6
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
6
,
0
0
0
,
0
0
0
6
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
b
l
o
c
k
d
r
a
i
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
a
n
d
s
a
n
i
t
a
-
t
i
o
n
S
l
a
n
g
s
p
r
u
i
t
,
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
4
0
,
0
0
0
,
0
0
0
D
O
H
S
T
O
T
A
L
1
0
6
,
5
0
3
,
0
0
0
1
3
1
,
4
0
0
,
0
0
0
9
1
,
1
0
0
,
0
0
0
7
2
,
5
0
0
,
0
0
0
7
4
,
7
5
0
,
0
0
0
W
A
S
T
E
M
A
N
A
G
E
M
E
N
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
L
a
n
d
?
l
l
L
a
n
d
?
l
l
u
p
g
r
a
d
e
5
,
6
4
7
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
s
t
e
M
a
n
a
g
e
-
m
e
n
t
P
u
r
c
h
a
s
e
o
f
c
o
n
t
a
i
n
e
r
s
8
3
0
,
0
0
0
C
N
L
T
O
T
A
L
6
,
4
7
7
,
0
0
0
F
L
E
E
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
F
l
e
e
t
R
e
p
l
a
c
e
m
e
n
t
o
f
?
e
e
t
A
l
l
1
5
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
5
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
C
N
L
T
O
T
A
L
1
5
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
5
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
E
L
E
C
T
R
I
C
I
T
Y
D
I
S
T
R
I
B
U
T
I
O
N
M
A
N
A
G
E
M
E
N
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
E
l
e
c
t
r
i
?
c
a
t
i
o
n
i
n
E
s
k
o
m
A
r
e
a
o
f
S
u
p
p
l
y
2
0
;
2
1
;
1
4
;
1
2
2
6
,
3
5
5
,
0
0
0
D
M
E
E
s
k
o
m
p
r
o
j
e
c
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
P
r
o
t
e
c
t
i
v
e
S
t
r
u
c
t
u
r
e
s
3
0
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
M
i
n
i
-
S
u
b
s
a
n
d
P
o
l
e
T
r
a
n
s
f
o
r
m
e
r
s
2
6
,
3
6
1
,
3
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
H
i
g
h
M
a
s
t
L
i
g
h
t
s
i
n
S
l
a
n
g
s
p
r
u
i
t
/
U
n
i
t
H
(
P
a
t
a
)
/
D
a
m
b
u
z
a
1
0
,
0
0
0
,
0
0
0
M
I
G
T
O
T
A
L
8
2
,
7
1
6
,
3
0
0
1
0
,
0
0
0
,
0
0
0
206
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
R
E
G
I
O
N
A
L
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
A
i
r
p
o
r
t
A
i
r
p
o
r
t
D
e
v
e
l
o
p
m
e
n
t
P
r
o
j
e
c
t
1
6
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
P
r
o
v
i
n
c
i
a
l
T
r
e
a
s
u
r
y
G
r
a
n
t
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
C
e
m
e
t
r
i
e
s
H
o
l
l
i
n
g
w
o
o
d
C
e
m
e
t
e
r
y
1
6
,
0
0
0
,
0
0
0
M
I
G
C
o
m
m
m
u
n
i
t
y
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
M
A
S
O
N
S
C
L
I
N
I
C
2
9
2
,
0
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
-
i
n
g
r
o
o
m
s
-
W
i
l
l
o
w
f
o
u
n
t
a
i
n
C
l
i
n
i
c
1
4
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
I
m
p
i
l
w
e
n
h
l
e
C
l
i
n
i
c
1
3
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
S
i
n
a
t
h
i
n
g
C
l
i
n
i
c
1
1
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
e
S
i
g
o
d
i
n
i
C
l
i
n
i
c
1
2
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
u
M
t
h
o
m
b
o
W
o
l
w
a
z
i
C
r
e
c
h
e
2
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
I
n
k
a
z
i
m
u
-
l
o
C
h
i
l
d
C
a
r
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
.
1
1
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
Z
e
n
z
e
l
e
n
i
P
r
e
-
S
c
h
o
o
l
1
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
c
u
t
i
o
n
o
f
I
s
w
e
l
i
h
l
e
C
r
e
c
h
e
1
5
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
i
t
h
o
l
u
l
w
a
-
z
i
C
r
e
c
h
e
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
p
u
m
u
z
a
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
1
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
G
o
d
’
s
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
3
5
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
S
a
k
h
i
s
i
z
w
e
E
C
D
C
e
n
t
r
e
.
1
6
U
n
i
t
J
.
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
I
n
k
u
l
u
l
e
k
o
E
d
u
c
a
r
e
C
e
n
t
r
e
1
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
I
k
u
s
a
s
e
l
i
h
l
e
D
a
y
C
a
r
e
C
e
n
t
r
e
1
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
K
u
s
i
l
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
7
4
0
0
,
0
0
0
M
I
G
T
O
T
A
L
3
9
,
9
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
207
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
A
t
h
l
e
t
i
c
s
T
r
a
c
k
4
,
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
S
p
o
r
t
s
&
R
e
c
r
e
a
t
i
o
n
,
A
S
A
,
M
I
G
S
&
R
-
R
2
,
5
m
;
A
S
A
-
R
2
m
,
M
I
G
-
R
1
0
m
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
S
p
o
r
t
&
R
e
c
r
e
a
t
i
o
n
F
a
c
i
l
i
t
i
e
s
-
V
u
-
l
i
n
d
l
e
l
a
1
-
9
3
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
H
a
l
l
s
-
V
u
-
l
i
n
d
l
e
l
a
1
-
9
3
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
C
a
l
u
z
a
S
p
o
r
t
s
F
a
c
i
l
i
t
y
2
0
2
,
5
2
0
,
0
0
0
3
,
1
8
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
r
o
v
i
s
i
o
n
o
f
n
e
w
P
a
r
k
s
-
E
d
e
n
d
a
l
e
1
0
-
2
3
3
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
W
i
n
s
t
o
n
C
h
u
r
c
h
i
l
l
T
h
e
a
t
r
e
2
7
1
0
,
0
0
0
,
0
0
0
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
&
C
u
l
t
u
r
e
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
u
r
c
h
a
s
e
o
f
S
p
e
c
i
a
l
i
s
e
d
E
q
u
i
p
m
e
n
t
t
o
c
u
t
g
r
a
s
s
A
l
l
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
v
i
t
a
l
i
s
a
t
i
o
n
o
f
A
l
e
x
a
n
d
r
a
P
a
r
k
-
F
e
a
s
i
b
i
l
i
t
y
2
7
3
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
a
r
k
s
&
O
p
e
n
S
p
a
c
e
s
p
l
a
y
-
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
S
p
o
r
t
s
&
R
e
c
r
e
a
t
i
o
n
M
a
s
t
e
r
P
l
a
n
A
l
l
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
C
N
L
P
l
a
n
f
o
r
r
e
f
u
r
b
i
s
h
m
e
n
t
o
f
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
I
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
5
0
0
,
0
0
0
C
N
L
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
C
o
n
s
t
r
u
c
t
i
o
n
o
f
n
e
w
c
o
l
d
r
o
o
m
s
5
0
0
,
0
0
0
5
5
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
N
e
w
p
a
l
i
s
a
d
e
f
e
n
c
i
n
g
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
N
e
w
e
n
t
r
a
n
c
e
g
a
t
e
1
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
T
a
t
h
a
m
A
r
t
G
a
l
-
l
e
r
y
C
o
n
s
t
r
u
c
t
p
a
r
k
i
n
g
f
a
c
i
l
i
t
y
5
,
0
0
0
,
0
0
0
D
A
C
,
C
N
L
T
O
T
A
L
1
7
,
9
2
0
,
0
0
0
2
5
,
4
8
0
,
0
0
0
8
,
3
5
0
,
0
0
0
8
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
A
N
D
P
L
A
N
N
I
N
G
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
I
n
f
o
r
m
a
l
E
c
o
n
o
m
y
a
n
d
S
t
r
e
e
t
T
r
a
d
i
n
g
I
n
f
o
r
m
a
l
t
r
a
d
e
s
t
r
u
c
t
u
r
e
s
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
M
I
G
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
I
n
f
o
r
m
a
l
E
c
o
n
o
m
y
a
n
d
S
t
r
e
e
t
T
r
a
d
i
n
g
E
r
e
c
t
i
o
n
o
f
“
N
o
T
r
a
d
i
n
g
“
S
i
g
n
a
g
e
2
6
0
,
0
0
0
M
I
G
208
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
S
A
T
E
L
I
T
E
M
A
R
K
E
T
2
,
0
0
0
,
0
0
0
D
E
D
T
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
2
1
,
8
0
0
,
0
0
0
C
O
G
T
A
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
3
,
5
0
0
,
0
0
0
C
N
L
T
O
W
N
S
H
I
P
R
E
G
E
N
E
R
A
-
T
I
O
N
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
T
O
W
N
S
H
I
P
R
E
G
E
N
E
R
A
-
T
I
O
N
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
N
D
P
G
T
O
T
A
L
3
2
,
0
6
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
0
,
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
I
N
F
O
R
M
A
T
I
O
N
M
A
N
A
G
E
M
E
N
T
I
n
f
o
r
m
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
V
a
r
i
o
u
s
4
,
5
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
C
N
L
T
O
T
A
L
4
,
5
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
C
O
U
N
C
I
L
A
N
D
C
O
M
M
I
T
T
E
E
S
U
P
P
O
R
T
C
o
u
n
c
i
l
&
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
A
B
M
A
B
M
O
f
?
c
e
u
p
g
r
a
d
e
-
V
u
-
l
i
n
d
l
e
l
a
-
T
a
y
l
o
r
s
H
a
l
t
&
C
i
v
i
c
C
e
n
t
e
r
C
S
P
3
7
5
3
3
9
,
0
0
0
C
N
L
€
S
p
e
a
k
e
r
’
s
O
f
?
c
e
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
W
a
r
d
O
f
?
c
e
s
C
S
P
3
7
5
4
3
0
,
0
0
0
C
N
L
C
o
u
n
c
i
l
&
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
C
i
t
y
H
a
l
l
C
i
t
y
h
a
l
l
R
e
f
u
r
b
i
s
h
m
e
n
t
C
S
P
3
7
5
6
,
1
0
0
,
0
0
0
C
N
L
T
O
T
A
L
6
,
8
6
9
,
0
0
0
4
3
1
,
2
5
1
,
3
0
0
G
R
A
N
D
T
O
T
A
L
4
3
1
,
2
5
1
,
3
0
0
209
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION H: FINANCIAL PLAN AND MSUNDUZI BUSINESS SCORE-CARD
1. OVERVIEW
The successful application for a Restructuring Grant (RSG) provided both the impetus and the funding for the implementation
of systems and processes required to stabilize the City’s ?nances. Prior to the implementation of the RSG in 2002, a number of
accounts that were not reconciled for more than ten years were discovered and the following are some of the thirty (30) projects
that were identi?ed as crucial in meeting our objectives: -
1.1 Implementation of Promis Billing System and Indigent Policy
1.1.1 Billing System: Promis System
The implementation of the new Promis income billing system enabled the Municipality to implement the
monthly billing of rates and resultantly improved its cash ?ow. Coupled with this initiative, the charging of
interest on all outstanding debt was also introduced.
1.1.2 Credit Control and Indigent Support Policy
In an aggressive approach to streamline our credit control policy, particularly with regard to disconnections,
a consortium was appointed to collect outstanding debt. Although this initiative had some teething problems,
it is effectively progressing and the results are already pleasing. Due to hikes in houses, in?ation, food price,
petrol etc, the City had reviewed the indigent policy by increasing the free basic services to houses at the value
of R150 000.
To strengthen this process, provision of free basic services to all Msunduzi residents in line with the Council Policy
was also implemented. The Indigent Support Policy was revised thus ensuring that the Indigents are properly
budgeted for.
New ?nancial regulations were also developed during this period to tighten internal controls thus ensuring that
fruitless, wasteful, and irregular payments are eliminated and only properly authorized spending takes place within
limits.
There is also a commitment to undertaking regular credit rating to ensure the rating remains favourable thus
facilitating access to external funding at favourable interest rates. This has proved successful as the Municipality
gradually improved its rating. Planning to ensure that provisions in the budget are cash backed in terms of legislation
has also been commenced and progress has also been made with the 100% implementation of GAMAP then GRAP
and the restructuring of the Balance Sheet.
The taking over of the municipality by the administrator can be ?nalized over 3 or 6 months or beyond that. The
mandate given to the administrator and his team is to develop and implement a workable turn-around strategy
for Msunduzi assisted by the three member team of experts in local government. It is hoped that the involvement
of the administrator, his team together with the cooperation of the political leadership, management of the
administrationand various stakeholders, will turn around the ?nancial muscles and management of the municipality
to a sound and sustainable entity for many years to come.
It is business unusual at the Msunduzi but, with the commitment and the kind of work done so far in striving to
meet the legislative deadlines; the municipal business score-card and limited draft budget will be made available for
comment to all stakeholders and this will be our commitment as the local sphere of government to service the entire
community of Pietermaritzburg in line with Batho Pele principles (putting people ?rst).
In the history of the city ?nances, the municipality has never experiences such a serious ?nancial crisis ever, this situation
compelled the MEC for Co-Operative Governance and Traditional Affairs to intervene in terms of Section 139 (b) MFMA, 2005
on 15 March 2010. The Provincial Intervention Team (PIT) lead by Mr Johann Mettler was deployed to assist the municipality
to stabilize its ?nances and municipality as the entity. When the PIT took over, it indicated that the budget for 2009/2010 had a
de?cit of R521. Allegations of corruption and mismanagement were leveled against senior management and a number of them
are suspended. The total budget for 2010/11 is estimated at R12 hence the capital budget for 2010/11 is estimated at R294.7M.
210
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The Council funded portion has been capped at R158.2 million. No capital projects will be funded from council’s own internal
funds because there are no funds available. It is further not prudent t increase external debt (loans) at this point because loan
repayments will hamper ?nancial recovery. It is envisaged that external borrowings will only be commenced with whenever the
payment rate for services increased to acceptable levels. The budget for externally funded projects by the way of grants amounts
to R136.5 million.
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
NUMBER OF
RESPONSES
LOCAL ECONOMIC
DEVELOPMENT
NUMBER OF
RESPONSES
SOUND
GOVERNANCE
NUMBER OF
RESPONSES
1. Houses 96 Creating Jobs 58 Corruption 12
2. Electricity 90 Crime Prevention 23 Consultation 6
3. Water 85 Providing Grants 23 Nepotism 4
4. Roads and access
roads
69 Development of Different
Sports codes
14 Public Participation 2
5. Clean Sanitation 21 Community enters 10 Communication 1
2. ALIGNING THE BUDGET WITH THE COMMUNITY NEEDS AND MATTERS OF
GOVERNANCE
The Msunduzi Municipality is committed to redressing and addressing the needs of the citizens of the City and value the inputs
that are made during the izimbizo, ward committee meetings, stakeholder consultations and concerns raised in our complaints
register. During the period of May, November and December 2009, the IDP and Budget consultations with members of public and
various stakeholders as well as consultations and engagements that were held with members of public and stakeholders in May
2010 with members of parliament under the Parliamentary Adhoc Committee, the Municipality will endeavor to respond to some
of the issues and concerns raised during those consultations, indeed under the limited resources and ?nancial constraints. The
Msunduzi Municipality through the Turn-around Strategy, which forms the basis of the IDP and draft Budget for 2011/2012
and beyond, is committed to turnaround the municipal ?nancial crisis and improve the ef?cacy of governance and service
delivery. The following observations underpin our understanding of the community needs and the needs that will be raised at the
consultations scheduled for the 11th March 2011, will be analyzed and considered in the preparation of the ?nal draft budget for
2011/2012 ?nancial year. It must be noted though that the approach to consider some of the needs raised by various stakeholders,
the following approach will dictate:
• City-wide level;
• Management area level; and/ or
• Ward level.
Ideally, the ?nalization of the budget is to balance the budget allocations on prioritized community needs and address matters of
governance as dictated by the Msunduzi Turn-Around Strategy.
The Table below indicates issues that were raised by the community in terms of their importance
AREAS/ WARDS
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
LOCAL
ECONOMIC
DEVELOPMENT
GOOD
GOVERNANCE
AND
COMMUNITY
PARTICIPATION
FINANCIAL
MANAGEMENT
AND VIABILITY
TOTAL
CENTRAL 110 28 7 0 145
EDENDALE 109 36 0 0 145
IMBALI 52 35 13 0 100
VULINDLELA 21 12 1 0 34
NORTHERN 119 39 4 0 162
TOTAL 411 150 25 0 586
211
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Graphically, this is represented as follows:
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
It is evident from graphical illustration that basic service delivery and infrastructure investment is of vital importance, as its
amounts to the highest percentage of 69%. Local Economic Development has been seen as a performance area that deserves the
second priority, as it stands at 24% and Financial Viability stands at 2%. Lastly, Good Governance and Community Participation
had been seen as the last priority, as it is only 5% prioritized.
3. CITY FINANCES
3.1. MANAGEMENT OF DEBTORS
“People legitimately complain about the billing systems. People would not be complaining about billing systems if
government did not make signi?cant progress in rolling out the electri?cation and water provision programmes.
However, the complaints point to the need for us to enhance the capacity of municipalities to ensure sustained
delivery and to be precise in their administration of accounts,”.
Challenges Remaining/Action Plans
• Manage increase in Outstanding Debt
• Mid-Year Assessment 2009/2010
• Write-off of 109,000,000 included 53,000,000 in indigent debt.
Strategy to Reduce Debtors
• Improve quality of billing information
- Implementation of a new Electronic / remote meter reading system
• Ensure performace measurement criteria
- for future outsourced debt collection
• Fully implement the Credit Controle Policy
- for Government Departments
• Relocate Revenue Protection/Enhancement
- From ISF to Finance
• Major Review of Policies (2009/2010)
- Credit Control Policy
- Indigent Support Policy
3.2. COMMUNITY NEEDS
The following graphically representation indicates a feedback from a survey conducted among the community
representatives, submissions by Ward Committees and Amakhosi (traditional leadership) as a sample of respondents
that were interviewed during the izimbizo (community public consultation meetings in 5 Area Base Management
areas of the municipality in November, December 2010 and will also be conducted in April 2011 as public
consultations on the draft budget for 2011/2012. The feedback from those consultations guided the prioritization
process of the municipality and the graph below justi?es the budget percentage allocations according to departments
responsible for speci?c service delivery programs:
212
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
Proposed Tariff Charges
Description 2010/2011 2011/2012
Electricity-Bulk 21% 21.6%
Electricity-Other 21% 22.3%
Water 8% 7%
Sewer 8% 8%
Refuse 8% 8%
Land?ll Site 8% 8%
Property Rates 8% 7%
Other Tariffs 10% 8%
Electricity
The Eskom price of bulk electricity supplied to municipalities will increase by 26.71 per cent on 1 July 2011. The
proposed electricity tariff increase for bulk is 21.6% and other 22.3%.
Water
The Umgeni Water will increase the price of bulk water purchases by 6.1% in the 2011/2012 ?nancial year. The
additional 13.5% increase of a capital unit charge for the construction of the Springrove Dam was deferred. The
proposed water tariff increase is 7%.
Water tariffs are structured to protect basic levels of service and designed to encourage ef?cient and sustainable
consumption.
Sewer
The proposed sewer tariff increase for the 2011/2012 ?nancial year will be 8%.
Refuse
The proposed refuse tariff increase for the 2011/2012 ?nancial year will be 8%.
Land?ll Site
The proposed land?ll site tariff increase for the 2011/2012 ?nancial year will be 8%.
Property Rates
The property rates revenue increase for the 2011/2012 ?nancial year will be 7%. The primary rate randage will be
increased by 5%. The following increases by category for the 2011/2012 ?nancial year are proposed:-
Vacant land 5%
Residential (primary rebate has been reduced by 1%) 7.3%
Small home business (new category) 6%
Business (primary rebate has been reduced by 2%) 7.1%
213
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The Supplementary Valuation Roll 4 will generate approximate rates income of R11 million for the 2011/2012
?nancial year.
Other Tariffs
The proposed on other tariff increase for the 2011/2012 ?nancial year will be 8%.
The above tariff increases are necessary in order to ensure ?nancial sustainability, local economic conditions and
the affordability of services, taking into consideration the municipality’s indigent policy. The indigent policy will
remain unchanged in terms of qualifying criteria.
Equitable Share
In respect of the Income projections the equitable share allocation for The Msunduzi Municipality for 2011/2012 has
been increased by R 37.6 million to R 304.8 million in comparison to the 2010/2011 allocation of R 267.2 million.
Included in the draft budget is 7% increase in employee related costs.
Bulk Purchases
Electricity
Electricity bulk purchases from Eskom will increase by 26.71 per cent on 1 July 2011.
Water
An increase of 6.1% on bulk purchases is included in the draft budget for the 2011/2012 ?nancial year.
General Expenses
General expenses have been increased by 4.8% as per National Guideline.
Repairs and Maintenance
Repairs and maintenance votes have been increased by 4.8% as per National Guideline. Vehicles budget were
increased by 8.7% of the approved 2010/11 budget due to ageing of the existing ?eet.
Lease Charges
Lease charges have been calculated according to the lease register.
Interest Charges
Calculation of the above charges was based on the amortization table.
Operating Grants
Operating grants allocation to the municipality from National Treasury are as follows:
-Local Government Financial Management R 1 441 000
-Municipal System Improvement R 790 000
-Municipal Infrastructure-Operating Costs R 2 908 000
Total R 5 139 000
Allocation for Provincial grants amounts to R 38.97 million for the 2011/2012 ?nancial year.
New Votes
New votes are not included in the 2011/2012 draft budget due to valuation not done.
214
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CAPITAL BUDGET
In terms of the Division of Revenue Act (DORA) the Msunduzi Municipality has been allocated the following
capital grants for the 2011/2012 ?nancial year including indicative ?gures for the two outer years:-
CAPITAL FUNDING 2011-2012 PER FUNDING SOURCE
FUNDING SOURCE AMOUNT REQUESTED COMMENT
MIG 123,548,000 Less PMU operating expenses - R2,908,000
OTHER GRANTS: COGTA 31,200,000
KZN Treasury 16,000,000
DOHS 40,000,000 Sanitation - Slangspruit, Ambleton
DOT 65,000,000 Public transport infrastructure grant
DME 26,355,000 Eskom implimented project
Athletics SA 2,000,000
KZN Sports & Rec 2,500,000
Arts and Culture 10,000,000
NDPG 4,000,000
Developer Contribution 875,000
DEDT 2,000,000 199,930,000
COUNCIL 108,960,300 Committed and urgent projects
TOTAL CAPITAL 432,438,300
OPERATING BUDGET
The operating Budget for 2011/12 ?nancial year is estimated at R3.7 billion and the break down of it is indicated
under each sector plan.
Report: Sorted by IMTA Codes
IMTA Description 2009-2010
Approved Budget
2010-2011
Budget
IMTA
Code
2008-2009
Act Exp
2011-2012
Budget
2012-2013
Budget
2009-2010
YTD Act Ext
2009-2010
Revised Budget
Salaries 614,265,219 660,443,038 1SAL 592,559,903 88,173,575 92,398,048 499,982,580 614,338,886
General Expenses 376,939,200 372,842,816 2GEN 410,919,151 500,179,715 518,120,411 277,182,334 441,963,590
Income Foregone 237,415,690 0 2INF 254,322,708 0 0 341,678,114 237,415,690
Bulk Purchases 746,509,017 975,254,045 3BUL 636,770,849 1,073,120,145 1,164,074,965 586,490,233 739,902,377
Restructuring Grant 0 0 3RSG 0 0 0 0 0
Repairs & Maintenance 71,141,507 71,307,183 4R&M 77,030,331 99,026,939 101,601,659 50,701,758 74,126,205
Departmental Charges 413,109,062 0 5DEP 386,849,662 131,274,430 134,041,114 268,597,639 412,573,920
Contributions 131,748,854 0 6CON 0 0 0 52,734,456 131,748,854
Metropolitan Contribution 369,300 0 6MCO 0 0 0 263,781 369,300
Provision For Bad Debts 10,000,000 750,243,115 6PRO 10,000,000 0 0 15,000,003 10,000,000
Depreciation 71,066,452 115,834,378 7DPC 96,625,689 0 0 89,268,371 71,066,452
Interest 78,953,349 69,096,888 7INT 57,421,396 0 0 69,143,855 78,953,349
Lease 4,240,857 1,327,424 7LSE 1,821,734 959,307 656,201 1,152,514 3,791,458
Charge Outs -478,909,437 0 9CHG -437,293,843 -119,262,790 -126,700,174 -295,158,314 -478,909,437
Contribution -131,748,854 0 -CON -505,493 0 0 -60,190,299 -131,748,854
Income -1,909,311,875 -2,347,226,509 -INC -1,839,525,437 -1,886,849,860 -1,922,430,227 -1,513,015,906 -1,969,803,449
Income Foregone -237,415,690 0 -INF -251,024,522 0 0 -341,873,805 -237,415,690
Grand Total -1,627,349 Grand Total 669,122,378 Grand Total Grand Total Grand Total -4,027,872 -113,378,539 -38,238,003 41,957,314 -1,627,349
Page 1 of 1 09 June 2010 12:37 Printed:
215
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MSUNDUZI MUNICIPALITY BUDGET 5 YEAR FORECAST
DESCRIPTION
REVENUE SOURCE 2010/11 Revised
Budget
2011/12 Budget 2012/13 Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget
TOTAL REVENUE -3,035,560,222 -3,182,543,120 -3,553,002,369 -3,999,973,518 -4,541,946,134 -5,613,882,125
Revenue -2,559,822,675 (2,683,018,696) (3,027,003,150) (3,445,044,342) (3,955,385,995) (4,992,714,938)
Income Forgone -475,737,547 (499,524,424) (525,999,219) (554,929,176) (586,560,139) (621,167,187)
OPERATING EXPENDITURE
TOTAL EXPENSES 3,035,447,323 3,182,453,120 3,552,902,369 3,999,848,518 4,541,811,134 5,613,742,125
Electricity Bulk Purchases 730,600,000 925,743,260 1,173,009,285 1,486,320,065 1,883,316,154 2,386,349,899
Water Bulk Purchases 272,383,616 288,999,017 306,627,957 325,332,262 345,177,530 366,233,359
Employee Costs 637,530,471 682,157,604 729,908,636 781,002,241 835,672,398 894,169,465
General Expenses 629,897,852 660,132,949 695,119,995 733,351,595 775,152,636 1,232,492,691
Repairs & Maintenance 61,471,492 64,422,124 67,836,496 71,567,503 75,646,851 80,110,015
Lease Charges 1,078,154 1,022,534 1,000,000 1,000,000 1,000,000 1,000,000
Interest Charges 68,948,580 61,402,684 54,402,684 47,402,684 40,402,684 33,402,684
Capital Grants Expense 157,799,611
Income Forgone 475,737,547 498,572,949 524,997,316 553,872,168 585,442,881 619,984,012
NET SURPLUS/DEFICIT (112,899) (90,000) (100,000) (125,000) (135,000) (140,000)
Based on Revised 2010/2011 budget with:
1. growth rate of 4.8% for 2011/12, 5.3% for 2012/13, 5.5% for 2013/14, 5.7% for 2014/15 and 5.9% for 2015/16
2. 6.1% increase in Water Bulk Purchases for each year
3. 26.71% increase in Electricity Bulk Purchases for each year
4. 7% increase on Employee Costs for each year
4. THE SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN (SDBIP)
Finally, the Msunduzi Municipality would able to ?nalize the prioritization of the IDP along with various plans, and the inputs
on budget above re?ects the budgeted projects for 2011/12 as prioritized and agreed by all stakeholders involved in the IDP and
Budgeting process.
The list of objectives by sector departments and District are intended to highlight the direction these two spheres of governments
have taken and to re?ect how the Municipal objectives aligned with them. Where possible the SBUs can indicate how the City is
progressing in term of meeting the Millennium Development Goals in percentages. It must be borne in mind that all the Balance
Score-card Perspectives were considered when the strategies and objectives were constructed and these perspectives are Finance;
Customer; Internal Processes and Learning and Growth. They are aligned to Municipal strategic Priorities and Provincial Key
Performance Areas (KPA) and Municipal Organization Structure is structured around the National KPAs.
Please note that the Service Delivery and Budget Implementation Plan will be developed easily from the score-card if suf?cient
and accurate information/inputs are provided early to populate an SDBIP. SBUs contributions in this exercise had helped to guide
discussions on prioritization of projects with relevant stakeholders inputs leading to the ?nalization of the Budget for 2011/12.
216
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5
.
F
I
N
A
N
C
I
A
L
V
I
A
B
I
L
I
T
Y
A
N
D
M
A
N
A
G
E
M
E
N
T
5
.
1
B
U
D
G
E
T
A
N
D
T
R
E
A
S
U
R
Y
C
i
t
y
G
o
a
l
/
s
:
A
n
e
f
f
e
c
i
e
n
t
l
y
m
a
n
a
g
e
d
,
?
n
a
n
c
i
a
l
l
y
v
i
a
b
l
e
a
n
d
s
u
s
t
i
n
a
b
l
e
C
i
t
y
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
(
N
O
.
9
)
A
r
e
s
p
o
n
s
e
a
n
d
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
(
N
o
.
9
)
I
m
r
o
v
e
m
i
n
i
c
i
p
a
t
i
l
y
?
n
a
n
c
i
a
l
a
n
d
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
b
y
i
m
p
l
e
m
e
n
t
i
n
g
c
o
m
p
e
t
e
n
c
y
n
o
r
m
s
a
n
d
s
t
a
n
d
a
r
d
s
a
n
d
a
c
t
i
n
g
a
g
a
i
n
s
t
i
n
c
o
m
p
e
t
e
n
c
e
a
n
d
c
o
r
r
u
p
t
i
o
n
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
(
N
O
.
9
)
I
m
p
r
o
v
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
(
N
O
.
9
F
i
n
a
n
c
i
a
l
m
a
n
a
g
e
m
e
n
t
(
t
a
r
g
e
t
:
1
0
0
%
u
n
q
u
a
l
i
?
e
d
a
u
d
i
t
s
)
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
d
g
e
t
P
o
l
i
c
y
/
G
u
i
d
e
l
i
n
e
s
N
o
P
o
l
i
c
y
C
o
u
n
c
i
l
t
o
a
p
p
r
o
v
e
b
u
d
g
e
t
p
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
p
o
l
i
c
y
B
T
0
1
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
d
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
B
T
0
2
0
0
0
0
0
C
a
p
i
t
a
l
f
u
n
d
i
n
g
d
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
B
T
0
3
1
1
0
0
0
0
0
0
0
0
C
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
L
i
t
t
l
e
c
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
T
o
e
n
s
u
r
e
c
a
s
h
b
a
c
k
e
d
f
u
n
d
-
i
n
g
C
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
B
T
0
4
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
b
u
d
g
e
t
2
0
1
1
/
1
2
a
n
d
b
e
y
o
n
d
N
o
B
u
d
g
e
t
T
o
e
n
s
u
r
e
a
b
a
l
a
n
c
e
d
b
u
d
g
e
t
t
h
a
t
i
s
i
n
l
i
n
e
w
i
t
h
S
t
r
u
c
t
u
r
e
/
I
D
P
&
M
F
M
A
r
e
q
u
i
r
e
m
e
n
t
s
B
a
l
a
n
c
e
d
b
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
t
h
e
S
t
r
u
c
-
t
u
r
e
/
I
D
P
&
M
F
M
A
r
e
q
u
i
r
e
m
e
n
t
s
B
T
0
5
0
0
0
0
0
C
a
p
i
t
a
l
b
u
d
g
e
t
2
0
1
1
/
1
2
a
n
d
b
e
y
o
n
d
N
o
B
u
d
g
e
t
T
o
e
n
s
u
r
e
c
a
s
h
b
a
c
k
e
d
B
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
I
D
P
C
a
s
h
b
a
c
k
e
d
B
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
I
D
P
B
T
0
6
0
0
0
0
0
R
e
p
o
r
t
i
n
g
&
G
r
a
n
t
s
N
o
t
m
e
a
s
u
r
e
d
T
o
p
r
e
p
a
r
e
a
t
e
m
p
l
a
t
e
f
o
r
r
e
-
p
o
r
t
i
n
g
i
n
l
i
n
e
w
i
t
h
d
e
a
d
l
i
n
e
s
s
e
t
.
P
r
e
p
a
r
a
t
i
o
n
o
f
t
e
m
-
p
l
a
t
e
f
o
r
r
e
p
o
r
t
i
n
g
o
n
d
e
a
d
l
i
n
e
s
.
B
T
0
7
0
0
0
0
0
A
u
d
i
t
r
e
p
o
r
t
i
n
g
Q
u
a
l
i
?
e
d
R
e
p
o
r
t
T
o
p
r
e
p
a
r
e
a
n
d
s
u
b
m
i
t
r
e
p
o
r
t
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
e
m
p
l
a
t
e
R
e
p
o
r
t
s
u
b
m
i
t
t
e
d
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
e
m
p
l
a
t
e
B
T
0
8
0
0
0
0
0
A
u
d
i
t
o
r
g
e
n
e
r
a
l
r
e
p
o
r
t
U
n
k
n
o
w
n
T
o
s
t
r
i
v
e
f
o
r
u
n
q
u
a
l
i
?
e
d
R
e
p
o
r
t
N
o
Q
u
a
l
i
?
e
d
r
e
p
o
r
t
B
T
0
9
0
0
0
0
0
M
a
i
n
t
a
i
n
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
U
n
k
n
o
w
n
R
e
d
u
c
e
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
t
o
3
0
%
M
a
i
n
t
a
i
n
e
d
a
3
0
%
f
o
r
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
f
o
r
o
p
e
r
a
t
i
n
g
b
u
d
g
e
t
B
T
1
0
0
0
0
0
0
M
a
i
n
t
a
i
n
a
n
c
e
a
n
d
r
e
p
a
i
r
s
a
t
5
%
N
o
m
e
a
s
u
r
e
I
n
c
r
e
a
s
e
m
a
i
n
t
a
i
n
a
n
c
e
a
n
d
r
e
p
a
i
r
s
t
o
5
%
M
a
i
n
t
a
i
n
e
d
a
5
%
f
o
r
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
-
p
a
i
r
s
o
n
a
n
o
p
e
r
a
t
i
n
g
b
u
d
g
e
t
B
T
1
1
0
0
0
0
0
S
e
r
v
i
c
e
d
e
b
t
o
r
a
t
3
3
%
a
n
d
d
e
b
t
a
t
1
0
.
5
N
o
m
e
a
s
u
r
e
E
n
s
u
r
e
3
3
%
o
f
s
e
r
v
i
c
e
d
e
b
t
o
r
s
a
r
e
m
e
t
a
n
d
1
0
.
5
o
f
d
e
b
t
c
o
v
e
r
a
g
e
E
n
s
u
r
e
3
3
%
o
f
s
e
r
v
i
c
e
d
e
b
t
o
r
m
e
t
a
n
d
1
0
.
5
o
f
d
e
b
t
c
o
v
e
r
a
g
e
B
T
1
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
-
r
o
n
m
e
n
t
B
T
1
3
0
0
0
0
0
217
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
C
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
-
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
B
T
1
4
0
0
0
0
0
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
s
t
r
a
t
e
g
y
N
o
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
s
t
c
o
n
t
a
i
m
e
n
t
s
t
r
a
t
e
g
y
D
e
v
e
l
o
p
e
d
c
o
s
t
c
o
n
-
t
a
i
n
m
e
n
t
s
t
r
a
t
e
g
y
B
T
1
5
0
0
0
0
0
B
u
d
g
e
t
E
x
p
e
n
-
d
i
t
u
r
e
C
u
l
t
u
r
e
o
f
n
o
n
e
s
p
e
n
d
i
n
g
t
h
e
b
u
d
g
e
t
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
B
T
1
6
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
L
a
c
k
o
f
a
s
s
e
t
c
o
n
t
r
o
l
C
r
e
a
t
e
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
t
e
m
p
l
a
t
e
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
-
t
i
o
n
o
f
a
s
s
e
t
s
C
r
e
a
t
e
d
a
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
B
T
1
7
0
0
0
0
0
O
u
t
s
t
a
n
d
i
n
g
S
e
r
v
i
c
e
D
e
b
t
o
r
s
t
o
r
e
v
e
n
u
e
B
T
1
8
0
0
0
0
0
D
e
b
t
C
o
v
e
r
a
g
e
B
T
1
9
0
0
0
0
0
C
o
s
t
c
o
v
e
r
a
g
e
B
T
2
0
0
0
0
0
0
T
O
T
A
L
1
1
0
0
0
0
0
0
0
0
5
.
2
.
S
U
P
P
L
Y
C
H
A
I
N
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
i
s
e
d
S
C
M
p
o
l
i
c
y
N
o
t
e
f
f
e
c
t
i
v
e
R
e
v
i
s
e
a
n
d
a
p
p
r
o
v
e
C
o
u
n
c
i
l
S
C
M
P
o
l
i
c
y
C
o
u
n
c
i
l
S
C
M
P
o
l
i
c
y
r
e
v
i
s
e
d
,
a
p
p
r
o
v
e
d
b
y
F
u
l
l
C
o
u
n
c
i
l
&
a
d
o
p
t
e
d
.
S
C
M
2
1
0
0
0
0
0
N
/
A
N
/
A
E
n
f
o
r
c
e
c
o
m
p
l
i
-
a
n
c
e
o
n
S
C
M
P
a
r
t
i
a
l
C
o
m
p
l
i
-
a
n
c
e
E
n
s
u
r
e
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
-
i
n
g
f
r
o
m
i
n
t
e
r
n
a
l
&
e
x
t
e
r
n
a
l
A
u
d
i
t
E
n
s
u
r
e
d
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
a
n
d
i
m
p
r
o
v
e
d
c
o
m
p
l
i
a
n
c
e
o
n
S
C
M
S
C
M
2
2
1
,
4
0
0
,
0
0
0
1
,
5
4
0
,
0
0
0
1
,
7
0
0
,
0
0
0
1
,
8
7
0
,
0
0
0
2
,
1
0
0
,
0
0
0
O
P
E
X
N
/
A
S
C
M
p
r
o
c
e
d
u
r
e
s
O
u
t
d
a
t
e
d
P
r
o
-
c
e
d
u
r
e
s
E
n
s
u
r
e
d
o
c
u
m
e
n
t
e
d
P
r
o
c
e
d
u
r
e
s
i
n
p
l
a
c
e
D
o
c
u
m
e
n
t
e
d
P
r
o
c
e
d
u
r
e
s
i
n
p
l
a
c
e
S
C
M
2
3
2
0
,
0
0
0
0
0
0
0
O
P
E
X
N
/
A
A
u
t
o
m
a
t
e
d
C
o
n
-
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
N
o
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
-
t
e
r
i
n
P
l
a
c
e
C
o
m
p
i
l
a
t
i
o
n
o
f
a
A
u
t
o
-
m
a
t
e
d
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
C
o
m
p
i
l
a
t
i
o
n
o
f
a
A
u
t
o
-
m
a
t
e
d
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
S
C
M
2
4
1
0
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
O
u
t
d
a
t
e
d
S
u
p
-
p
l
i
e
r
D
a
t
a
B
a
s
e
N
e
w
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
t
o
b
e
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
N
e
w
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
t
o
b
e
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
S
C
M
2
5
3
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
E
r
a
d
i
c
a
t
e
c
o
r
r
u
p
-
t
i
o
n
H
i
g
h
l
e
v
e
l
a
m
o
n
g
s
t
a
f
f
R
e
d
u
c
e
c
o
r
r
u
p
t
i
o
n
,
i
n
i
t
i
a
t
e
i
n
v
e
s
t
i
g
a
t
i
o
n
s
a
n
d
i
n
s
t
i
t
u
t
e
d
i
s
c
i
p
l
i
n
-
a
r
y
m
e
a
s
u
r
e
s
a
m
o
n
g
s
t
o
f
f
e
n
d
e
r
s
(
r
e
g
i
s
t
e
r
)
R
e
d
u
c
e
d
c
o
r
r
u
p
t
i
o
n
,
i
n
i
t
i
a
t
e
i
n
v
e
s
t
i
g
a
t
i
o
n
s
a
n
d
i
n
s
t
i
t
u
t
e
d
i
s
c
i
p
l
i
n
-
a
r
y
m
e
a
s
u
r
e
s
a
m
o
n
g
s
t
o
f
f
e
n
d
e
r
s
(
r
e
g
i
s
t
e
r
)
S
C
M
2
6
1
2
0
,
0
0
0
0
1
4
0
,
0
0
0
1
6
0
,
0
0
0
1
7
0
,
0
0
0
O
P
E
X
N
/
A
B
i
d
p
r
o
c
e
s
s
i
n
g
U
n
a
c
c
e
p
t
a
b
l
e
D
e
l
a
y
s
T
o
r
e
-
i
n
t
r
o
d
u
c
e
a
b
i
d
p
r
o
-
c
e
s
s
i
n
g
t
u
r
n
a
r
o
u
n
d
t
i
m
e
n
o
t
t
o
e
x
c
e
e
d
7
5
d
a
y
s
s
B
i
d
p
r
o
c
e
s
s
i
n
g
t
u
r
n
-
a
r
o
u
n
d
t
i
m
e
n
o
t
t
o
e
x
c
e
e
d
7
5
d
a
y
s
.
R
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
S
C
M
2
7
0
0
0
0
0
N
/
A
N
/
A
218
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
N
o
e
f
f
e
c
t
i
v
e
S
y
s
t
e
m
i
n
p
l
a
c
e
T
o
i
m
p
r
o
v
e
I
n
t
e
n
d
a
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
t
o
b
e
f
u
l
l
y
i
n
t
e
g
r
a
t
e
d
w
i
t
h
F
i
n
a
n
c
i
a
l
S
y
s
t
e
m
s
I
n
t
e
n
d
a
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
b
e
f
u
l
l
y
i
n
t
e
g
r
a
t
e
d
w
i
t
h
F
i
n
a
n
c
i
a
l
S
y
s
t
e
m
s
S
C
M
2
8
3
5
0
,
0
0
0
8
5
,
0
0
0
1
0
0
,
0
0
0
1
1
0
,
0
0
0
1
2
0
,
0
0
0
C
A
P
E
X
/
O
P
E
X
N
/
A
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
N
o
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
I
n
v
e
n
-
t
o
r
y
I
n
t
r
o
d
u
c
e
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
M
a
n
u
a
l
s
S
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
s
M
a
n
u
a
l
s
S
C
M
2
9
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
C
o
n
t
r
a
c
t
m
a
n
a
g
e
-
m
e
n
t
N
o
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
C
o
n
-
t
r
a
c
t
m
a
n
a
g
e
-
m
e
n
t
I
n
t
r
o
d
u
c
e
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
s
M
a
n
u
a
l
s
S
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
M
a
n
u
a
l
s
S
C
M
3
0
0
0
0
0
0
N
/
A
N
/
A
M
o
n
t
h
l
y
r
e
p
o
r
t
-
i
n
g
o
n
p
r
e
f
e
r
e
n
-
t
i
a
l
b
u
s
i
n
e
s
s
e
s
U
n
k
n
o
w
n
D
e
v
e
l
o
p
a
M
o
n
t
h
l
y
r
e
p
o
r
t
w
h
i
c
h
i
s
i
n
d
i
c
a
t
i
v
e
o
f
n
u
m
b
e
r
o
f
b
u
s
i
n
e
s
s
e
s
s
u
p
p
o
r
t
e
d
b
y
p
r
e
f
e
r
e
n
t
i
a
l
a
d
v
a
n
t
a
g
e
s
g
i
v
e
n
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
a
n
u
m
b
e
r
o
f
b
u
s
i
n
e
s
s
e
s
s
u
p
p
o
r
t
e
d
b
y
p
r
e
f
e
r
e
n
t
i
a
l
a
d
v
a
n
t
a
g
e
s
S
C
M
3
1
0
0
0
0
0
N
/
A
N
/
A
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
N
o
n
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
S
C
M
3
2
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
i
g
n
e
d
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
-
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
C
M
3
3
0
0
0
0
0
N
/
A
N
/
A
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
U
n
k
n
o
w
n
T
o
r
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
S
C
M
3
4
0
0
0
0
0
N
/
A
N
/
A
C
A
P
E
X
a
n
d
O
P
E
X
e
x
p
e
n
d
i
-
t
u
r
e
A
l
w
a
y
s
j
u
s
t
a
b
o
v
e
6
0
%
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
e
x
p
e
n
d
i
t
u
r
e
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
C
M
3
5
0
0
0
0
0
N
/
A
N
/
A
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
N
o
n
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
S
C
M
3
6
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
i
g
n
e
d
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
-
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
C
M
3
7
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
-
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
-
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
-
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
-
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
S
C
M
3
8
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
U
n
k
n
o
w
n
T
o
r
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
S
C
M
3
9
C
o
n
t
r
o
l
l
e
d
s
t
o
c
k
a
n
d
i
n
v
e
n
t
o
r
y
h
o
l
d
i
n
g
s
S
C
M
4
0
219
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
t
o
c
k
L
o
s
s
S
C
M
4
1
F
u
e
l
t
h
e
f
t
S
C
M
4
2
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
S
C
M
4
3
S
u
p
p
o
r
t
a
n
d
g
r
o
w
S
t
r
e
e
t
b
u
s
i
n
e
s
s
e
n
t
e
r
p
r
i
s
e
d
S
C
M
4
4
O
v
e
r
t
i
m
e
S
C
M
4
5
B
u
d
g
e
t
S
C
M
4
6
A
s
s
e
t
C
o
n
t
r
o
l
S
C
M
4
7
T
O
T
A
L
S
2
,
4
4
0
,
0
0
0
1
,
6
2
5
,
0
0
0
1
,
9
4
0
,
0
0
0
2
,
1
4
0
,
0
0
0
2
,
3
9
0
,
0
0
0
5
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
1
,
8
9
0
,
0
0
0
1
,
6
2
5
,
0
0
0
1
,
9
4
0
,
0
0
0
2
,
1
4
0
,
0
0
0
2
,
3
9
0
,
0
0
0
O
P
E
X
5
.
3
.
E
X
P
E
N
D
I
T
U
R
E
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
N
o
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
s
t
c
o
n
t
a
i
-
m
e
n
t
s
t
r
a
t
e
g
y
D
e
v
e
l
o
p
e
d
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
E
M
4
8
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
e
x
p
e
n
d
i
t
u
r
e
S
o
m
e
e
x
p
e
n
d
i
-
t
u
r
e
a
r
e
i
l
l
e
g
a
l
T
o
s
t
o
p
a
n
d
p
r
e
v
e
n
t
i
l
-
l
e
g
a
l
e
x
p
e
n
d
i
t
u
r
e
I
l
l
e
g
a
l
e
x
p
e
n
d
i
t
u
r
e
p
r
e
-
v
e
n
t
e
d
E
M
4
9
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
a
c
t
U
n
c
o
n
t
r
o
l
l
e
d
m
a
n
a
g
e
m
e
n
t
a
n
d
p
a
y
m
e
n
t
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
a
c
t
C
o
n
t
r
o
l
a
l
l
p
a
y
m
e
n
t
s
o
n
c
e
r
t
i
?
c
a
t
i
o
n
t
o
b
e
m
a
d
e
i
n
t
e
r
m
s
o
f
c
o
n
t
r
a
c
t
c
o
n
d
i
t
i
o
n
C
o
n
t
r
o
l
l
e
d
a
l
l
p
a
y
m
e
n
t
s
o
n
c
e
r
t
i
?
c
a
t
i
o
n
b
e
m
a
d
e
i
n
t
e
r
m
s
o
f
c
o
n
t
r
a
c
t
c
o
n
d
i
t
i
o
n
E
M
5
0
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
t
r
u
s
t
f
u
n
d
s
N
o
r
e
c
o
v
e
r
y
o
f
i
l
l
e
g
a
l
l
o
a
n
s
S
i
g
n
a
g
r
e
e
m
e
n
t
t
o
r
e
c
o
v
e
r
i
l
l
e
g
a
l
l
o
a
n
s
S
i
g
n
e
d
a
g
r
e
e
m
e
n
t
b
e
i
n
p
l
a
c
e
t
o
r
e
c
o
v
e
r
i
l
l
e
g
a
l
l
o
a
n
s
E
M
5
1
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
g
e
n
e
r
a
l
i
n
s
u
r
-
a
n
c
e
f
u
n
d
N
o
r
e
a
l
G
e
n
e
r
a
l
I
n
s
u
r
a
n
c
e
F
u
n
d
R
i
n
g
f
e
n
c
e
t
h
e
i
n
s
u
r
a
n
c
e
f
u
n
d
a
n
d
d
e
v
e
l
o
p
a
n
i
n
s
u
r
a
n
c
e
c
l
a
i
m
s
p
o
l
i
c
y
S
e
p
a
r
a
t
e
i
n
s
u
r
a
n
c
e
b
a
n
k
a
c
c
o
u
n
t
,
m
o
n
t
h
l
y
c
l
a
i
m
s
a
n
d
e
s
t
a
b
l
i
s
h
e
d
i
n
s
u
r
a
n
c
e
c
l
a
i
m
s
p
o
l
i
c
y
E
M
5
2
3
,
7
0
0
,
0
0
0
3
,
9
0
0
,
0
0
0
4
,
1
0
0
,
0
0
0
4
,
3
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
I
n
t
e
r
n
a
l
R
e
m
u
n
e
r
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
N
o
E
f
f
e
c
t
i
v
e
C
o
n
t
r
o
l
E
n
s
u
r
e
s
t
r
i
c
t
c
o
n
t
r
o
l
o
n
r
e
m
u
n
e
r
a
t
i
o
n
m
a
n
a
g
e
-
m
e
n
t
R
e
c
o
n
c
i
l
e
d
l
e
a
v
e
d
a
t
a
,
e
n
s
u
r
e
d
m
o
n
t
h
l
y
s
t
a
t
u
t
o
r
y
p
a
y
m
e
n
t
s
a
n
d
r
e
c
o
n
c
i
l
e
d
I
R
P
5
c
e
r
t
i
?
c
a
t
e
s
E
M
5
3
1
5
0
,
0
0
0
0
0
0
0
I
n
t
e
r
n
a
l
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
-
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
-
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
-
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
E
M
5
4
0
0
0
0
0
S
t
a
f
f
a
u
d
i
t
i
n
g
G
h
o
s
t
a
n
d
i
l
l
e
g
a
l
p
a
y
m
e
n
t
o
f
s
t
a
f
f
C
o
n
d
u
c
t
s
t
a
f
f
a
u
d
i
t
t
o
d
i
s
-
c
o
u
r
a
g
e
g
h
o
s
t
e
m
p
l
o
y
e
e
s
o
r
i
l
l
e
g
a
l
p
a
y
m
e
n
t
s
C
o
n
d
u
c
t
e
d
s
t
a
f
f
a
u
d
i
t
t
o
p
r
e
v
e
n
t
g
h
o
s
t
a
n
d
i
l
l
e
g
a
l
p
a
y
m
e
n
t
s
E
M
5
5
5
,
0
0
0
5
,
5
0
0
6
,
0
0
0
6
,
5
0
0
7
,
0
0
0
I
n
t
e
r
n
a
l
220
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
L
a
c
k
o
f
a
s
s
e
t
c
o
n
t
r
o
l
C
r
e
a
t
e
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
t
e
m
p
l
a
t
e
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
C
r
e
a
t
e
d
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
E
M
5
6
0
0
0
0
0
I
l
l
e
g
a
l
E
x
p
e
n
-
d
i
t
u
r
e
S
C
M
P
r
o
c
e
-
d
u
r
e
s
n
o
t
b
e
i
n
g
f
o
l
l
o
w
e
d
E
n
s
u
r
e
t
h
a
t
C
r
e
d
i
t
o
r
s
C
l
e
r
k
s
c
h
e
c
k
t
h
a
t
S
C
M
p
o
l
i
c
y
a
n
d
p
r
o
c
e
d
u
r
e
s
a
r
e
a
d
h
e
r
e
d
t
o
E
r
a
d
i
c
a
t
e
i
l
l
e
g
a
l
e
x
p
e
n
-
d
i
t
u
r
e
E
M
5
7
0
0
0
0
0
B
u
d
g
e
t
N
o
p
r
o
p
e
r
b
u
d
-
g
e
t
p
l
a
n
n
i
n
g
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
-
o
u
s
l
y
E
M
5
8
0
0
0
0
0
T
O
T
A
L
3
,
8
5
5
,
0
0
0
3
,
9
0
5
,
5
0
0
4
,
1
0
6
,
0
0
0
4
,
3
0
6
,
5
0
0
4
,
5
0
7
,
0
0
0
5
.
4
.
R
E
V
E
N
U
E
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
i
s
e
d
T
a
r
i
f
f
P
o
l
i
c
y
I
n
a
d
e
q
u
a
t
e
T
a
r
i
f
f
P
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
p
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
p
o
l
i
c
y
R
M
5
9
0
0
0
0
0
R
e
v
i
s
e
d
t
a
r
i
f
f
s
t
r
u
c
t
u
r
e
s
e
l
e
c
-
t
r
i
c
i
t
y
S
k
e
w
e
d
T
a
r
i
f
f
s
t
r
u
c
t
u
r
e
s
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
s
w
h
i
c
h
a
l
l
o
w
f
o
r
s
u
r
p
l
u
s
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
s
w
h
i
c
h
a
l
l
o
w
f
o
r
s
u
r
p
l
u
s
R
M
6
0
0
0
0
0
0
R
e
v
i
s
e
d
t
a
r
i
f
f
s
N
o
T
a
r
i
f
f
s
R
e
v
i
s
e
d
t
a
r
i
f
f
s
f
o
r
2
0
1
0
/
1
1
t
o
a
l
l
o
w
f
o
r
i
n
c
r
e
a
s
e
d
c
o
s
t
R
e
v
i
s
e
d
t
a
r
i
f
f
s
f
o
r
2
0
1
0
/
1
1
t
o
a
l
l
o
w
f
o
r
i
n
c
r
e
a
s
e
d
c
o
s
t
R
M
6
1
0
0
0
0
0
D
e
c
r
e
a
s
e
o
u
t
-
s
t
a
n
d
i
n
g
d
e
b
t
H
i
g
h
l
e
v
e
l
o
f
d
e
b
t
o
r
s
R
e
d
u
c
t
i
o
n
i
n
d
e
b
t
o
r
s
d
a
y
s
f
r
o
m
…
.
T
o
…
R
e
d
u
c
t
i
o
n
i
n
d
e
b
t
o
r
s
d
a
y
s
f
r
o
m
…
.
T
o
…
R
M
6
2
6
,
0
0
0
,
0
0
0
0
0
0
0
R
e
c
o
v
e
r
e
d
r
e
n
t
a
l
o
n
p
r
o
p
e
r
t
i
e
s
P
o
o
r
r
e
c
o
v
e
r
y
m
e
c
h
a
n
i
s
m
s
T
o
b
e
i
n
l
i
n
e
w
i
t
h
g
r
o
w
t
h
i
n
p
r
o
p
e
r
t
y
i
n
d
e
x
T
o
b
e
i
n
l
i
n
e
w
i
t
h
g
r
o
w
t
h
i
n
p
r
o
p
e
r
t
y
i
n
d
e
x
R
M
6
3
0
0
0
0
0
L
o
w
c
o
s
t
h
o
u
s
-
i
n
g
r
e
n
t
a
l
P
o
o
r
r
e
c
o
v
e
r
y
m
e
c
h
a
n
i
s
m
s
C
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
i
m
-
p
r
o
v
e
b
y
5
%
C
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
i
m
p
r
o
v
e
b
y
5
%
R
M
6
4
0
0
0
0
0
U
t
i
l
i
s
e
d
D
o
r
a
f
u
n
d
i
n
g
S
o
m
e
o
f
D
o
r
a
f
u
n
d
i
n
g
n
o
t
b
e
i
n
g
a
l
l
o
c
a
t
e
d
c
o
r
r
e
c
t
l
y
S
p
e
n
d
a
c
c
o
r
d
i
n
g
t
o
D
o
r
a
p
l
a
n
E
x
p
e
n
d
i
t
u
r
e
a
c
c
o
r
i
n
g
t
o
D
o
r
a
p
l
a
n
R
M
6
5
0
0
0
0
0
D
a
t
a
C
l
e
a
n
s
e
d
D
a
t
a
i
s
c
o
r
r
u
p
t
e
d
P
r
e
p
a
r
e
d
a
t
a
c
l
e
a
n
s
i
n
g
p
l
a
n
a
n
d
i
m
p
l
e
m
e
n
t
P
r
e
p
a
r
e
d
a
t
a
c
l
e
a
n
s
i
n
g
-
p
l
a
n
a
n
d
i
m
p
l
e
m
e
n
t
R
M
6
6
2
0
0
,
0
0
0
1
0
0
,
0
0
0
0
0
0
R
e
v
e
n
u
e
E
n
-
h
a
n
c
e
m
e
n
t
N
o
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
s
t
r
a
t
e
g
y
I
n
l
i
n
e
w
i
t
h
a
c
o
m
-
p
r
e
h
e
n
s
i
v
e
R
e
v
e
n
u
e
s
t
r
a
t
e
g
y
R
M
6
7
0
0
0
0
0
T
r
a
n
s
f
e
r
o
f
s
t
a
f
f
N
o
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
T
r
a
n
s
f
e
r
p
e
r
s
o
n
n
e
l
T
r
a
n
s
f
e
r
e
d
p
e
r
s
o
n
n
e
l
5
0
0
0
0
0
M
e
t
e
r
r
e
a
d
i
n
g
M
e
t
e
r
s
n
o
t
r
e
a
d
M
e
t
r
e
r
e
a
d
i
n
g
p
l
a
n
t
o
b
e
p
r
e
p
a
r
e
d
P
r
e
p
a
r
e
d
m
e
t
e
r
r
e
a
d
i
n
g
p
l
a
n
R
M
6
9
0
0
0
0
0
M
e
t
e
r
s
n
o
t
r
e
a
d
M
e
t
e
r
s
t
o
b
e
r
e
a
d
a
c
c
o
r
d
-
i
n
g
t
o
m
e
t
e
r
r
e
a
d
i
n
g
p
l
a
n
R
e
a
d
i
n
g
a
c
c
o
r
d
i
n
g
t
o
m
e
t
e
r
s
r
e
a
d
i
n
g
p
l
a
n
R
M
7
0
0
0
0
0
0
R
a
t
e
s
p
o
l
i
c
y
R
a
t
e
s
P
o
l
i
c
y
i
n
n
e
e
d
o
f
r
e
v
i
e
w
F
i
n
a
l
i
z
a
t
i
o
n
o
f
r
a
t
e
s
p
o
l
i
c
y
i
n
l
i
n
e
w
i
t
h
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
r
a
t
e
s
a
c
t
F
i
n
a
l
i
z
e
d
r
a
t
e
s
p
o
l
i
c
y
i
n
l
i
n
e
w
i
t
h
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
r
a
t
e
s
a
c
t
R
M
7
1
0
0
0
0
0
221
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
e
n
u
e
C
o
l
l
e
c
-
t
i
o
n
R
e
v
e
n
u
e
C
o
l
-
l
e
c
t
i
o
n
l
e
v
e
l
s
u
n
a
c
c
e
p
t
a
b
l
e
I
n
c
r
e
a
s
e
c
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
7
5
%
p
e
r
m
o
n
t
h
I
n
c
r
e
a
s
e
c
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
7
5
%
p
e
r
m
o
n
t
h
R
M
7
2
0
0
0
0
0
I
n
d
i
g
e
n
t
&
C
r
e
d
i
t
C
o
n
t
r
o
l
P
o
l
i
c
y
I
n
d
i
g
e
n
t
&
C
r
e
d
i
t
C
o
n
t
r
o
l
P
o
l
i
c
y
O
u
t
d
a
t
e
d
R
e
v
i
e
w
c
r
e
d
i
t
c
o
n
t
r
o
l
a
n
d
i
n
d
i
g
e
n
t
p
o
l
i
c
y
R
e
v
i
s
e
d
c
r
e
d
i
t
c
o
n
t
r
o
l
a
n
d
i
n
d
i
g
e
n
t
p
o
l
i
c
y
R
M
7
3
0
0
0
0
0
D
e
b
t
m
a
n
a
g
e
-
m
e
n
t
c
o
n
t
r
a
c
t
s
I
l
l
e
g
a
l
p
a
r
t
i
c
i
p
a
-
t
i
o
n
o
f
c
o
u
n
c
i
l
-
l
o
r
s
E
n
d
c
o
n
t
r
a
c
t
a
n
d
n
e
w
t
e
n
d
e
r
E
n
d
c
o
n
t
r
a
c
t
a
n
d
n
e
w
t
e
n
d
e
r
R
M
7
4
0
0
0
0
0
I
l
l
e
g
a
l
m
e
t
e
r
r
e
a
d
i
n
g
c
o
n
t
r
a
c
t
I
l
l
e
g
a
l
v
a
r
i
a
t
i
o
n
E
n
d
c
o
n
t
r
a
c
t
E
n
d
c
o
n
t
r
a
c
t
R
M
7
5
0
0
0
0
0
C
o
n
s
o
l
i
d
a
t
e
d
B
i
l
l
i
n
g
N
o
c
o
m
p
r
e
h
e
n
-
s
i
v
e
c
o
n
s
o
l
i
d
a
-
t
i
o
n
P
r
e
p
a
r
e
a
p
l
a
n
t
o
c
o
n
s
o
l
i
-
d
a
t
e
a
l
l
b
i
l
l
t
o
b
e
c
o
n
s
o
l
i
-
d
a
t
e
d
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
P
r
e
p
a
r
e
d
p
l
a
n
t
o
c
o
n
s
o
l
i
d
a
t
e
a
l
l
b
i
l
l
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
M
7
6
0
0
0
0
0
U
n
a
u
t
h
o
r
i
s
e
d
j
o
u
r
n
a
l
e
n
t
r
i
e
s
R
M
7
7
0
0
0
0
C
u
s
t
o
m
e
r
s
e
r
-
v
i
c
e
s
R
M
7
8
0
0
0
0
0
C
a
s
h
o
f
?
c
e
a
n
d
b
a
n
k
i
n
g
R
M
7
9
0
0
0
0
0
O
v
e
r
t
i
m
e
R
M
8
0
0
0
0
0
0
B
u
d
g
e
t
R
M
8
1
0
0
0
0
0
A
s
s
e
t
c
o
n
t
r
o
l
R
M
8
2
0
0
0
0
0
T
O
T
A
L
6
,
2
0
0
,
0
0
0
1
0
0
,
0
0
0
0
0
0
5
.
5
.
F
I
N
A
N
C
I
A
L
C
O
N
T
R
O
L
A
N
D
C
A
S
H
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
u
t
o
m
a
t
e
d
C
a
s
h
F
l
o
w
r
e
p
o
r
t
i
n
g
C
a
s
h
F
l
o
w
R
e
p
o
r
t
-
i
n
g
D
a
i
l
y
,
W
e
e
k
l
y
,
M
o
n
t
h
l
y
a
n
d
Y
e
a
r
l
y
c
a
s
h
?
o
w
s
a
c
h
i
e
v
e
r
e
p
o
r
t
i
n
g
r
e
q
u
i
r
e
m
e
n
t
s
f
o
r
d
e
c
i
s
i
o
n
s
t
o
b
e
t
a
k
e
n
F
C
C
M
8
3
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
R
e
c
o
n
c
i
l
i
a
t
i
o
n
s
M
o
n
t
h
l
y
b
a
n
k
r
e
c
o
n
c
i
l
i
a
t
i
o
n
s
P
r
e
p
a
r
e
m
o
n
t
h
l
y
b
a
n
k
r
e
c
o
n
-
c
i
l
i
a
t
i
o
n
s
M
o
n
t
h
l
y
r
e
c
o
n
c
i
l
i
-
a
t
i
o
n
F
C
C
M
8
4
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
F
i
n
a
n
c
i
a
l
C
o
n
t
r
o
l
N
o
c
o
m
p
r
e
h
e
n
s
i
v
e
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
s
i
n
p
l
a
c
e
I
m
p
r
o
v
e
?
n
a
n
c
i
a
l
C
o
n
t
r
o
l
s
D
o
c
u
m
e
n
t
e
d
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
s
F
C
C
M
5
8
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
B
a
l
a
n
c
i
n
g
o
f
A
s
s
e
t
R
e
g
i
s
t
e
r
/
A
s
s
e
t
c
o
n
t
r
o
l
i
n
c
o
m
p
l
e
t
e
a
s
s
e
t
r
e
g
i
s
t
e
r
C
o
m
p
l
e
t
e
a
c
o
m
p
r
e
h
e
n
s
i
v
e
a
s
-
s
e
t
r
e
g
i
s
t
e
r
t
o
b
a
l
a
n
c
e
w
i
t
h
t
h
e
a
n
n
u
a
l
?
n
a
n
c
i
a
l
s
t
a
t
e
m
e
n
t
s
a
c
o
m
p
r
e
h
e
n
s
i
v
e
a
s
s
e
t
r
e
g
i
s
t
e
r
F
C
6
C
M
8
1
,
6
6
9
,
6
0
0
1
,
6
7
9
,
0
0
0
1
,
6
8
8
,
1
5
2
1
,
6
9
7
,
8
5
2
1
,
7
0
7
,
4
5
2
C
N
L
s
e
r
v
i
c
e
p
r
o
-
v
i
d
e
r
u
s
e
d
F
i
n
a
n
c
i
a
l
S
t
a
t
e
-
m
e
n
t
s
T
i
m
e
o
u
s
s
u
b
m
i
s
-
s
i
o
n
o
f
?
n
a
n
c
i
a
l
s
t
a
t
e
m
e
n
t
s
P
r
o
d
u
c
e
a
n
n
u
a
l
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
i
n
t
e
r
m
s
o
f
l
e
g
i
s
l
a
-
t
u
r
e
r
e
q
.
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
c
o
m
p
l
e
t
e
d
a
c
c
o
r
d
-
i
n
g
t
o
d
e
a
l
i
n
e
s
F
C
C
M
8
7
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
O
v
e
r
t
i
m
e
T
i
m
e
o
f
f
i
s
g
i
v
e
n
t
o
s
t
a
f
f
i
n
l
i
e
u
o
f
o
v
e
r
t
i
m
e
w
o
r
k
e
d
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
a
n
d
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
M
o
n
t
h
l
y
r
e
c
o
n
-
c
i
l
i
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
w
o
r
k
e
d
F
C
C
M
8
8
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
222
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
d
g
e
t
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
.
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
.
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
F
C
C
M
8
9
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
T
O
T
A
L
1
,
6
6
9
,
6
0
0
1
,
6
7
9
,
0
0
0
1
,
6
8
8
,
1
5
2
1
,
6
9
7
,
8
5
2
1
,
7
0
7
,
4
5
2
6
.
M
S
U
N
D
U
Z
I
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
S
C
O
R
E
C
A
R
D
2
0
1
1
-
2
0
1
6
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
p
h
a
s
i
n
g
i
n
t
h
e
P
e
r
f
o
r
m
a
n
c
e
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
a
n
d
c
u
r
r
e
n
t
l
y
t
h
e
S
D
B
I
P
i
s
u
s
e
d
a
s
o
u
r
p
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
i
n
t
h
e
o
r
g
a
n
i
z
a
t
i
o
n
.
H
a
v
i
n
g
s
a
i
d
t
h
a
t
,
v
a
r
i
o
u
s
s
e
c
t
o
r
p
l
a
n
s
a
s
e
x
p
o
u
n
d
e
d
b
e
l
o
w
f
o
r
m
t
h
e
b
a
s
i
s
o
f
o
u
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
.
O
n
p
a
g
e
s
1
2
8
-
1
4
2
a
?
v
e
y
e
a
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
i
s
p
r
e
s
e
n
t
e
d
f
o
r
C
o
r
p
o
r
a
t
e
G
o
v
e
r
n
a
n
c
e
a
n
d
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
R
e
c
o
v
e
r
y
P
l
a
n
;
O
n
p
a
g
e
s
1
4
9
-
1
5
0
p
r
o
v
i
d
e
s
a
?
v
e
y
e
a
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
o
n
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
;
O
n
p
a
g
e
s
1
5
7
-
1
5
9
a
S
e
c
t
o
r
P
l
a
n
o
n
E
l
e
c
t
r
i
c
i
t
y
i
s
r
e
?
e
c
t
e
d
;
O
n
p
a
g
e
s
1
6
1
-
1
6
5
a
S
e
c
t
o
r
P
l
a
n
o
n
W
a
t
e
r
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
6
7
-
1
6
8
a
S
e
c
t
o
r
P
l
a
n
o
n
S
a
n
i
t
a
t
i
o
n
a
n
d
W
a
s
t
e
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
7
0
-
1
7
7
a
S
e
c
t
o
r
P
l
a
n
o
n
R
o
a
d
N
e
t
w
o
r
k
M
a
s
t
e
r
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
7
9
-
1
8
3
a
S
e
c
t
o
r
P
l
a
n
o
n
H
o
u
s
i
n
g
D
e
l
i
v
e
r
y
a
n
d
P
l
a
n
i
n
g
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
8
5
-
1
8
6
a
S
e
c
t
o
r
P
l
a
n
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
a
n
d
M
a
i
n
t
e
n
a
n
c
e
R
e
c
o
v
e
r
y
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
8
8
-
2
0
1
a
S
e
c
t
o
r
P
l
a
n
o
n
C
o
m
m
u
n
i
t
y
a
n
d
F
a
c
i
l
i
t
i
e
s
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
2
1
8
-
2
2
4
a
S
e
c
t
o
r
P
l
a
n
o
n
F
i
n
a
n
c
i
a
l
R
e
c
o
v
e
r
y
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
223
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION I: ANNEXURES
1. SPATIAL DEVELOPMENT FRAMEWORK
The Spatial Development Framework is covered in great detail under Section D in the form of the Executive Summary and the
draft copy of the SDF as re?ned will be made avaiable to the assessment team.
2. DISASTER MANAGEMENT PROGRAMME (PLAN)
A provisional programme is in place to mitigate threats and acts of disaster then it strikes. The municipality in the past has reacted
and responded accordingly and effectively in dealing with the scorge of disaster and threats. In the meantime the municipality has
identi?ed those ?ash sports and analysis are conducted to prepare a comprehensive disaster management plan.
2.1 Disaster Management Program of the Msunduzi Municipality
Disaster Management Legislation (Disaster Management Act {act 57 of 2002} )requires that a hazard / risk analysis
for the area under consideration must be undertaken. This has nothing to do with response and relief measures other
then that the more effective “Disaster Management Plans” are likely to become the need for response and rescue
plans.
Section 26g of the Municipal Systems Act, states that Disaster Management Plans must be part of the Integrated
Development Plan. The term “Disaster Management Plans” refers to those remedial plans aimed at preventing or
mitigating an identi?ed risk. However the remedial measures for inclusion in the Disaster Management Plan can
be formalized and a representative body of appropriate and quali?ed council of?cial will have to meet to:-
• Con?rm that the list is representative of threats / risk present.
• Con?rm and agree upon remedial measures.
• Establish the potential cost
• Prioritise remedial measures for inclusion in the Integrated Development Plan.
The attached schedules of natural and manmade hazards and attendant problems are by no means an exhaustive
list of occurrences / hazards / threats, but rather an overview of the things that have happened or have a potential to
happen because these events occur frequently within the Msunduzi Municipality.
DISASTER RISK MANAGEMENT REMEDIAL MEASURES
Threats / Risks to the Msunduzi Municipality
224
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATURAL HAZARDS
VULNERABILITY CONSEQUENCE
PREVENTION
/ MITIGATION
MEASURE
PRIORITY
1 2 3 4 5
Flooding /
Rivers
Jika Joe informal
settlement
Loss of life/ Property damage/ personal
assets
Umsunduzi low level
bridge. Vehicles
Loss of life
Lower section Ashdown.
Houses
Loss of life/ Property damage/ personal
assets
Slangspruit . houses Loss of life/ Property damage/ personal
assets
Smero Bridge . vehicles
/pedestrians
Loss of life
Kwapata bridge . vehicles
/pedestrians
Loss of life
Dark City/ Sobantu
Houses
Loss of life/ Property damage/ personal
assets
Flooding /
Rivers
Baines Spruit. Khan Rd
informal Settlement
Loss of life/ Property damage/ personal
assets
Low Level bridges /
bridges
Damage to infrastructure sewers, water,
electricity
Wind and rain
Maswazini, Mafakatini,
Sweetwaters, Pypini,
Shayamoya, Copesville,
Tamboville / Houses
Structural failure/ Loss of life/ Property
damage/ personal assets / damage to
electricity and communications
Damage to Informal and
substandard houses
Loss of life/ Property damage/ personal
assets / accommodation, re-establishment
costs
Fire
All informal Settlements Structural failure / Loss of life/ Property
damage/ personal assets/, re-establishment
costs / poor accessibility
Rural areas / grass ?res Loss of life/ Property damage/ personal
assets /, re-establishment costs/ poor
accessibility
225
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MANMADE HAZARDS
VULNERABILITY CONSEQUENCE
PREVENTION
/ MITIGATION
MEASURE
PRIORITY
1 2 3 4 5
Fire
Open Flame heating and
lighting
1 Informal Settlements
2 Formal Houses / cannot
afford electricity
Loss of life/Property
damage / poor accessibility
Transport
N3 freeway Accidents / N3 road closure / main line
closure /hazmat spill / Fires / Loss of life/
Property damage / environmental damage /
pollution
Railway line Accidents / N3 road closure/ main line
closure /hazmat spill / Fires / Loss of life /
Property damage / environmental damage /
pollution
Disease
Vector borne / cholera /
HIV/Aids
Loss of life
Crop damage Loss income, food shortages
Animal diseases Loss income, food shortages
Civil unrest
Rallies, political meetings,
pickets, strikes, marches
Work stoppages/ power failures, water
failure, economic losses, serious disruption,
Loss of life, Property damage
Housing
Informal and substandard
structures
On going maintenance /support
Infrastructure
Poor maintenance Infrastructure failure, high rehabilitation
costs, Work stoppages/ power failures, water
failure, economic losses, serious disruption,
Loss of life
Sport
Recreation
Rallies
Fairs/Shows
Public Safety, security,
?re, health,
Structural failure, Loss of life, economic
losses, serious disruption, credibility
226
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION J: APPENDIXES
SPECIAL DEVELOPMENT PROGRAMMES
1. BACKGROUND
Most of the input under the situation analysis covers some of the aspects of this section. The following inputs intend to explain
the municipality’s response to some of the Socio-Economic Development Challenges. The input under the situation analysis
covers some of the aspects of this section. The following inputs intend to explain the municipality’s response to some of the
Socio-Economic Development Challenges. The inputs below are extracts from various strategies eg youth, gender, HIV /AIDS
and integrated environmental programme of the municipality.
APPENDIX A: YOUTH STRATEGY
2.1. Introduction
The Msunduzi Municipality is committed to full participation of youth in pursue for their noble course and
belief that the future belongs to our youth. Any meaningful contributions that the City could make towards the
empowerment of our youth should have positive impact towards their lives, sustainable, futuristic, educational,
acknowledges cultural diversity, transparent, democratic and participatory.
That belief led the Municipality to establish the Youth Unit on and this unit is located under the City Mayor and
coordinated by the Youth Coordinator whilst the activities of the unit are dictated by the Youth Council and other
relevant stakeholders. Numerous consultative meetings and workshops were held by various youth formations to
establish the Youth Council and to formulate various youth strategies. These strategies will be covered in details
in this submission and the Youth Strategy Document will endeavour to pronounce the strategic linkages with the
Msunduzi’s overall vision, goals and strategies as re?ected in the Strategic Direction of our Integrated Development
Planning.
Part of developing those strategies required an amount of introspection, self criticism and solicitation of input from
all its stakeholders, both internal and external. The process of shaping its strategic outlook and the methods of
achieving that outlook are continuous but began with that initial step of identifying goals and the methodology of
achieving them.
Having a youth strategic plan is crucial for the Msunduzi Municipality particularly as per the legislative requirement
that requires a perspective to be established on government or municipality’s contributions towards youth
development. That perspective is established in policy, strategic and business plans which are all interlinked and form
the basis for the implementation of all the Youth Units activities. The process of drawing up a Strategic Framework
for the Msunduzi Youth Unit assumed a broad consultative format which saw a cross section of youth organisations,
structures, enterprises as well as young men and women being included in the strategic planning process. Through
the participation of these groups in the strategy formulation process, the Msunduzi Youth Development Strategy
was designed to address the major needs, challenges and opportunities of young men and women regardless of race,
disability and creed, accommodating all local municipal dynamics and speci?c sectoral issues.
Youth in the Msunduzi Municipality, through their structures, organizations and af?liations, were invited to a
three-day strategic planning workshop where their views and aspirations on youth development were solicited
and recognised. That also provided an opportunity for the proposed Msunduzi Youth Development Strategy to
be interrogated in a structured manner by a broad cross-section of youth in Msunduzi. Delegates made input and
commentary and structured debates were entertained to enrich the content of the youth strategy. This document
captures all the input that was made by delegates and proposes a strategic route that may be embarked upon by the
youth of Msunduzi. The bene?t of such a process is that all stakeholders in youth development that were present,
understand the direction that the Msunduzi Municipality will be embarking upon and the objectives to be achieved.
227
Msunduzi Municipality Integrated Development Plan 2011 – 2016
It should be noted that the process of strategic planning is continuous and the Youth Unit should monitor and
evaluate the implementation of its strategy on an ongoing basis. Monitoring is crucial to ensure that the organisation
does not lose sight of its chosen route and that remedial measures are taken to correct any deviations from the chosen
strategy. This requires management capacity that is strategic in its orientation. Controls have to be put in place to
ensure that objectives are achieved within predetermined guidelines and that there is adherence to policy guidelines
and the Bylaws of the Municipality.
MANDATES:
• The Constitution (Chapter 2 of 1996)
• National Development Policy Framework (2002-2007)
• United Nations Conventions on the Rights of the Child (UNCRC) National Programmes Of Action Of
Children in South Africa (Of?ce of President) African Charter on the Rights and Welfare Of Children, The
Health Act
• Msunduzi Municipality Integrated Development Plan
2.2. Background and Context
2.2.1. National Perspective
Prior to 1994 the South African youth development programmes occurred within racially segregated
political, social, economic and cultural contexts. The African youth was the most oppressed of all race groups.
This situation contributed directly to the current dilemmas and high levels of marginalization previously
disadvantaged young women and men face today.
The apartheid government did not address the developmental needs of young men and women as a speci?c
category. The particular needs, challenges or opportunities faced by young people were either ignored or not
considered important enough to warrant more focused policy or programmatic interventions.
After 1994 Government recognised the importance of youth development for the fundamental transformation
of South Africa and moved to address the needs of young women and men. The establishment of the National
Youth Commission (NYC) through the enactment of the National Youth Commission Act, 1996 (Act No. 19
of 1996) represents a major commitment by government to address the needs of youth in a committed and
comprehensive manner.
In terms of the role that civil society has to play, the South African Youth Council (SAYC) was established
in mid-1997 as a national, representative, non-governmental body of youth organization. The SAYC, “aims
to develop and empower all young women and men through providing a forum for youth organizations to
contribute to policy and programme development and to uphold the democratic gains of the country.”
The National Youth Commission Policy Document which was developed, submitted and approved by former
President Nelson Mandela in 1997 was widely used by government departments as well as civil society
institutions in conceptualizing and implementing youth development programmes.
The National Development Framework (2002-2007) was designed to provide guidelines for the mainstream of
youth development as an integral part of the broader transformation project and programmes in South Africa.
2.2.2. Provincial Perspective
In 2003, the KwaZulu Natal Youth Commission facilitated a large scale consultation process with youth
structures, youth development practitioners, government departments and civil society. The outcome was the
development of a Draft Provincial Youth Policy which is part of the Municipality’s Integrated Development
Plan and Implementation Strategy for KwaZulu Natal.
The KwaZulu-Natal Youth Policy’s Vision is “... to create the conditions under which youth will be able to
be the protagonists in their own development. For this to be achieved, programmes and projects must be
oriented towards enhancing youth participation in civil society and political process... “
The main aim of the provincial youth policy document is to:
228
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(a) Ensure that policy drives and informs youth development,
(b) Identify priority areas and target groups,
(c) Match the priority areas and target groups with appropriate interventions,
(d) Identify the primary needs of different segments of the youth population and match them with
implementation strategies
Where possible, a prioritised programme will re?ect the broader aims of the national, provincial and local
vision in line with IDP and corporate plan of the Municipality.
2.2.3. Youth Demographic Pro?le
According to the available data, youth form a large portion of the KwaZulu-Natal population and require
urgent interventions in a number of key areas. According to the 1999 October Household Survey (OHS)
conducted by Statistics South Africa (Stats SA), youth comprise 40.6% of the total KwaZulu population of 9
003 040 people, very similar to the national average. The pattern recurs within the youth population, which
is dominated by younger cohorts (particularly 14-19 years old).
If we combine children (aged below l4) and youth, they comprise three quarters (74%) of the total provincial
population. As such, all provincial policies should be informed by the needs of the children and the youth.
The KwaZulu-Natal youth population is almost exactly evenly spread across urban (50.1%) and rural (49.9%)
area. Beneath this overall ?gure are signi?cant differences, however. African youth are more likely to be
found in the rural (59%) than urban areas (41%); the opposite is true for youth of other races, nine out of ten
of whom live in urban areas. (To be updated)
Population 1996 Population 2001 Percentage Growth: Population 2007
523470 553224 6% 616730
MALE % FEMALE %
0 - 5 yrs 12 10
6 - 12 yrs 15 13
13 - 18 yrs 14 12
19 - 25 yrs 15 14
26 - 35 yrs 17 17
36 - 45 yrs 12 13
46 - 55 yrs 8 9
56 - 65 yrs 4 6
66 - 75 yrs 2 4
76 - 85 yrs 1 2
86+ 0 0
2.2.4. Employment Status
Of the total provincial youth population, 45% are not economically active (comprising scholars, housewives,
those receiving disability grants and so on), 29% are not employed while 26% are employed. In raw numbers,
1.5 million youth are not available for employment; just over 1 million are employed, while 900 000 are
unemployed. The rate of unemployment for youth in KwaZulu-Natal stands at a massive 47%. (Status. S.A.
2001).
KwaZulu-Natal is also affected by the HIV/AIDS pandemic. A third of youth in the province already know
of someone who died of AIDS. A third of youth have already had an HIV test. Current attempts by youth
organisations to encourage VCT initiatives need to be supported for combating and managing the disease.
Also by extension to use the Youth Unit to market and raise awareness among youth of the Of Health,
Education, Social Development) and other organizations.
Aids Strategy program’s by Council in partnership with other Government Departments (Department Of
Health, Education, Social Development) and other organizations.
229
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.2.5. Values and Attitudes
Attitudes on human rights issues vary widely and as a municipality, it is essential that commitments be made
to instill a new ethos in youth as leaders and custodians of the future. This will restore our moral ?bre where
new values and attitudes are regenerated, in partnership with the Moral Regeneration Movement (MRM) and
government departments.
2.3. Vision
“A caring city where all young people are able to realize their full potential in the context of integrated, holistic and
sustainable youth development programmes that are responsive to the needs of young people, to ensure commitment
and participation to city’s efforts of becoming a youth friendly city, the capital of KwaZulu-Natal and the City of
Choice”.
2.4. Mission
“To facilitate, plan, manage, provide, and support youth programmes and activities within the Msunduzi Municipality,
in a developmental, caring, participatory, dynamic, transparent, ef?cient and effective manner.”
2.5 Values and Guiding Principles
Underpinning the youth development programmes for Msunduzi Municipality are the following values and guiding
principles: Underpinning the youth development programmes for Msunduzi Municipality are the values and
guiding principles that are the same as expanded in the strategic directions of the Municipality in SECTION C.
2.6. Key Stakeholders
• Youth Forums
• Youth Organizations
• Civil Society Organizations
• Government Departments
• Private Sector
• National and Provincial Youth Commission
• Municipal SBU’s and CBU’s
• Community Based Organisations
2.7. Strategic Enablers
In order for the strategic plan to be implemented effectively, the following strategy enablers have to exist.
• Adequate human resources allocation.
• Commitment of the entire Msunduzi Youth Unit.
• Political will and commitment.
• Standardized and ?nalization of the Msunduzi Youth Development Strategy.
• Adequate allocation of ?nancial resources.
• Consultation and clear lines of communication with all youth stakeholders in Msunduzi.
2.8. Conclusion
As a foundation for development and harnessing the latent energies of our youth, it is a pleasure that youth strategy
was rati?ed at the highest decision-making level in the Msunduzi Municipality to enable it to be operationalised and
for it to ful?l the aspirations of the Youth in the municipality. As a foundation for development and harnessing the
latent energies of our youth, it is a pleasure that the youth strategies rati?ed at the highest decision-making level in
the Msunduzi Municipality and it forms the operational plan of the Municipality in order to ful?l the aspirations of
the youth in the Municipality.
230
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX B: GENDER STRATEGY
3.1. Background
This draft strategy is the City’s response in addressing the IDP gap as pronounced by the MEC for Local
Government and Traditional Affairs in 2003/2004; 2004/2005 and 2005/2006 IDP reviews regarding the lack of
a gender programme in the Musunduzi Municipality. Most of the critical elements covered here were captured
in order to underpin the Msunduzi Municipality response to gender equity. This document intends to present
and guide our behavioural, attitudinal, processes, policy, programmes and projects implementation internally
and externally.
The gender equity is the subject that can no longer be avoided at any levels of government, business and
community. This subject is clearly pronounced by the Constitution of the Republic of South Africa which is
the document above all other instruments that guides the gender programming. The Constitution has provided
a platform for the establishment of a gender commission, now called the Commission for Gender Equality
(CGE) which was passed in 1996. The CGE is a national independent body that has a mandate to promote
gender equality through various means.
Even though there are guidelines on how gender initiatives should be run, there are no speci?c initiatives at
a local government level and this is the initiative that Msunduzi Municipality seeks to adopt. Developing a
strategic plan will help put the perceived vision into action as long as the policy processes are also aligned to
this initiative.
The international instruments that have been used include among others, the African Women Charter on
Women’s Rights, the Beijing +10 reports, Convention for the Elimination of Discrimination Against Women,
the International Labour Organization Gender Bureau and the International Declaration of Human Rights.
The national instruments that have been used as guidelines include the CGE with its Guidelines for Gender
Initiatives, the Of?ce on the Status of Women (OSW), the guidelines from the South Africa Local Government
Association (SALGA) and guidelines from the Gender Advocacy Program. Amongst its priorities the following have
been of key concern to the Msunduzi Municipality:
• Making recommendations on legislation which will promote gender equality
• Liaising with organizations /sectors of civil society which will promote gender equality
• Development and management of information on education programs
• Monitoring and evaluation of policies and practices of the different levels government statutory bodies, public
and private businesses
• Research
The above processes though not exclusionary have been seen as priorities that will help integrate the powers and
functions of the commissions to the strategic plan of the Msunduzi Municipality Gender Of?ce.
The National Of?ce on the Status of Women has set guidelines at all spheres of government, with the Of?ce of
the Premier having gender focal points as line functions. The of?ce then initiates gender policy formulation and
sees to it that policy is implemented. Actually this has been a cry within the Municipality to ensure that policy is
implemented and when policy that is gender speci?c is not there it should be formulated and implemented.
After the Commonwealth Local Government Symposium, a working group was established with the object of
in?uencing local government policy and ensure that strategies formulated from the symposium are put into action.
For Msunduzi Municipality, there has been a relationship with the South African Local Government Association
gender working group and with the chairpersons of the provincial local authority associations. The local government
made a clear distinction between the internal and external transformation processes for gender equality.
Within the municipality, the Internal Transformation will be guided by the Employment Equity Act, the af?rmative
action practices which will seek to increase the representation of previously disadvantaged groups, including women
and making the working environment more gender-sensitive. This means that the environment should be more
conducive for women to thrive in their careers without regarding their various roles as mothers and as home makers.
The conduct of the councillors will be guided by the rules of order which will in turn be monitored by the gender
machinery. The management will also be evaluated.
231
Msunduzi Municipality Integrated Development Plan 2011 – 2016
External Transformation involves analysis, monitoring and evaluation of the policies and programs of the various
business units to ensure that they promote gender equality. Msunduzi municipality has seen that there is a lag in both
types of transformation and will hence seek to have a dual focus. The focus though is to have a 50 % representation
of women in the various political structures and community structures.
This process has been guided by extensive consultation within and outside the Msunduzi Municipality. A Gender
Lekgotla was used as a platform to generate ideas that will guide programs and initiatives. This forum was composed
of representatives from various political parties at local government levels, by representatives from civil society, by
non -governmental organizations working mainly on gender issues, of?cials from the municipality, faith - based
organizations, unions and community - based organizations.
However due to the realization that there have been many strategic plans which have not been effected due to
lack of proper policy guidelines, this process is in parallel with policy processes that will guide and mandate the
municipality in putting the strategy into action.
3.2. Introduction
Gender inequality has been a problem that came not only as a legacy of apartheid but also as a result of cultural and
religious practices that exist in the area. The Municipality’s location has a strong in?uence on regional channels of
investment, movement and structuring of the provincial spatial framework for growth and development. Uniquely
placed in Kwa Zulu Natal in which it is inhabited by a 20.6% of the South African population. This is one of the few
municipalities that have taken a step in addressing inequalities in the area.
Gender mainstreaming has been an issue in various spheres of government and although expertise and programs
have been put in place to achieve this, the results have not been satisfactory. The essence of this plan is to cope with
change, that is constant in our everyday lives, deal with competition as the municipality pursues its development
agenda in an effective, redistributive and yet non-destructive manner. Msunduzi realizes that as implementation of
policies has been decentralized, the strongest competitive force is among the very people who implement the policies.
Strong competitive forces determine pro?tability and these are various stakeholders who have been in?uential in
the formulation of this strategy.
The municipal posture vis-à-vis the historical background of the country, the skills gap amongst some of the
proposed implementers, and lack of clear guidelines and principles for implementation of the internal strategies,
make it mandatory to have a strategic review process. The gender machinery has to be repositioned and equipped to
deal with all the change processes in the organization and as the national guidelines state.
Respecting the rights of women is an important aspect of human rights and justice for all in a country. South Africa
has been applauded as one of the countries that have honoured this right, although implementation at grassroots
levels still needs to be worked on.
The government macro-economic policy has led to economic growth that is crucial for the reduction of poverty
and inequality. For instance, the GEAR (Growth, Employment and Redistribution Strategy) that sought to reduce
inequality through structural transformation has partially produced results at national government level but few
results at local government level.
At a municipal level, there are gaps in the various municipal acts, which are gender blind in many respects. The
previous IDP was also gender blind and although reviewing it is an ongoing process, a parallel process to incorporate
gender activities should be started. In the same vein, a gap exists in linking what the municipality does and what the
provincial and national gender structures do. It is therefore proposed that such a structure should be established as
an ongoing process, starting with in co-operating various stakeholders in the gender forum from those levels both as
technical advisors and providing a political backbone to our processes.
232
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Msunduzi Municipality has identi? ed the following opportunities that can be used to further gender empowerment
programs:
• A country with reasonable resources, a viable economy and a business community who has a track record in
South Africa’s transformation
• A broad base of NGO and Civil Society groups that exist in Kwa-Zulu Natal
• Strategic positioning of the municipality in terms of the ability to coordinate other sectors that have been
evident in the HIV/AIDS strategy
• Municipal infrastructure in place to bring such a task to fruition although capacity needs to be developed in
various areas
This document sets out the proposition for the role and direction of the Msunduzi Municipality in women
empowerment and gender mainstreaming programmes. It is driven from a wide forum for consultation by
enthusiastic organisations and individuals who seek to build a lasting legacy for generations to come.
It takes account of the range and diversity of KwaZulu-Natal’s civil society interventions and operations within
the Msunduzi area of jurisdiction. It recognizes the impact of historical differences and seeks to correct them in a
just and non-controversial manner. It acknowledges the international framework of gender programs, seeking to
empower both men and women, but noting that empowerment of women is the empowerment of a nation.
The operational context raises new challenges and presents opportunities for the municipality to deliver on its
mandate on development with the vision of seeing the programmes from the city of choice becoming best practice
examples.
3.3. Legislative and policy framework
The overarching legislation is the Constitution of the Republic of South Africa in its Bill of Rights (Chapter Two).
The statement says “the state may not unfairly discriminate directly or indirectly against anyone on one or more
grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation,
age, disability, religion, conscience, belief, culture, language and birth.” Gender based discrimination is a rights
based issue and it shall be handled by this strategy as such.
This section will be translated as a guiding principle as follows: All persons within the Msunduzi Municipality shall
be treated equally and shall enjoy the same rights, as such there shall be no discrimination on gender lines within
the Municipality and in the external activities it engages itself in. This will therefore assist the Municipality in
implementing its integrated development plan.
The second legislative framework is the National Gender Policy Framework that establishes guidelines for South
Africa to correct the historical imbalances that have contributed to gender inequality At an international level the
policy frameworks, as aforementioned, stem from the Beijing conferences, the CEDAW and the African charter on
human and Peoples Rights on the rights of women, and the International Labour Organization Conventions and
Recommendations.
A Gender policy document will be developed as a parallel process to this strategic plan to speci?cally spell out the
roles of the various committees in addressing gender imbalances.
3.4. Strategy
“Where Do We Want to be - Five Years from Now”?
As a municipality, Msunduzi has taken a decision to mainstream gender in all areas of its work and to be operational
in empowering women in various identi?ed key thematic areas. Consequently, the Municipality aims to develop
gender programming competencies to various stakeholders especially those who will implement the program,
through information provision, service provision, training and, human resource restructuring.
233
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.4.1. Purpose of the strategic plan
The purpose of the strategy is to ensure that gender is mainstreamed in all the Msunduzi Municipality
activities and will be used as a tool to promote women’s empowerment in Msunduzi Municipality. It provides
a framework with practical steps for implementation of the program so that all stakeholders know what they
need to do. It has an internal process that focuses on institutional gender mainstreaming and an external
outlook that hinges on service delivery, community mandates and all the municipal development strategies.
This shall include monitoring and evaluation activities and the purpose shall stand until the municipality has
a 50 percent representation of women in all spheres, political and administrative.
3.4.2. Vision
“The Msunduzi Municipality shall strive towards being the best in the attainment of gender equality by
correcting the historical imbalances and building a lasting legacy for generations to come.”
3.4.3. Mission
The Msunduzi Municipality shall:
1. Honour and respect the rights of women as enshrined in the Bill of Rights.
2. Actively promote the advancement of gender equality in all structures.
3. Work with all stakeholders to in?uence transformation and gender equality,
Through an active participatory, non-discriminatory, transparent, equitable, supportive and re distributive
manner
3.4.4. Speci?c objectives
3.4.4.1 The Overarching Principle
The underlying principle is therefore that of an integrated approach, acknowledging and
redressing the past in a non discriminative and participatory manner. In this regard the principle
of acknowledging diversity and change is our core.
3.4.4.2. Objectives
1. To ensure that all programmes that are being implemented at municipality level are gender
sensitive.
2. To ensure gender policies are developed and implemented more effectively.
3. To ensure capacity and skills development programs are biased towards women.
4. To ensure integration of gender programs in all three spheres of government (i.e. Local,
Provincial and National).
5. To create a knowledge base on the heritage, lessons learnt, promising practices and
experiences.
6. To monitor and evaluate the status of women in the municipality.
7. To conduct ongoing research relevant to the needs of women.
3.5. Target market
3.5.1. Women
The target market for this strategy includes all women in 37 Wards of Msunduzi Municipality with a lower
age limit of 18 years of age and with no upper age limit. However discretion may be exercised in individual
cases. The implementation shall start with the disadvantaged women as the high preference category.
234
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.5.2. Men
Men will be included in the various programmes regarding gender mainstreaming especially in capacity
building activities, in community empowerment programs and in various projects that the municipality will
be involved in.
3.6. Gender Programme of Action
The strategy was translated into the programme of action and the following details and themes are explained fully
as enclosures in this document:
In a spreadsheet format the programme of action is de?ned along columns in strategic objectives, activity, responsible
person, deadline, baseline data, targets or indicators and cost or budget required. The programme of action covers
the tender management system, special projects and programmes, governance, economic growth and development,
infrastructure, social services and development and institutional transformation as theme or subtitles of each
spreadsheet. The onus to realise this programme of action rests with proper provision of resources, participants and
champions or drivers of each project or programme.
3.7. Conclusion
A comprehensive Gender Strategy that was developed in consultation with various stakeholders is available and the
above inputs form the basis for the overall strategy. There was consensus that a ?agship program will be developed
that shall seek to unite all the strategic business units. Within the action plan there are important days that connect
the various activities within the gender based programs and link the Msunduzi gender activities also with the
outside world. There was consensus that a ?agship program will be developed that shall seek to unite all the strategic
business units. Within the action plan there are important days that connect the various activities within the gender
based programs and link the Msunduzi gender activities also with the outside world.
There are ?ve main areas of interest in this strategy, namely policy, research, gender based projects, internal gender
mainstreaming and advocacy. Policy will guide the designing of gender sensitive projects and will guide gender
based service delivery within the municipality. It will seek to enforce the establishment of monitoring and evaluation
tools. Research will help the municipality to produce gender aggregated data that will serve as a benchmark in all
the activities. This research shall therefore be linked to policy and will be very helpful in internal mainstreaming.
In addition to this, the strategic areas shall help us produce programs of action for the external activities, in service
delivery and in the community.
Advocacy processes shall link the processes and will help remove stumbling blocks against progress. To this end, an
action plan has been developed with measurable indicators and time frames.
235
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX C: HIV / AIDS STRATEGY
STRATEGIC PRIORITY FOCUS 7
4.1. Community Centres
The main objective of the programme revolves around whether citizens in the municipality have the opportunities
and capacities to share equitably in the socio-economic bene?ts of city life. Community services such as primary
health care, water, sanitation, electricity and housing are inextricably linked to human rights and social equity, both
of which are enshrined in the Bill Of Rights, Chapter 2 of the Constitution of the Republic of South Africa.
The regimented exclusion of most South Africans in the delivery of essential and basic services has meant that
massive backlogs are evident in the skewed spatial development of the country, and local government has been
mandated, in co-operation with other spheres of government, to deliver these services. As a developmental Council,
the provision of essential services has been at the top of the priority list, and every effort, in consultation with ward
Councillors and their communities, have shaped the delivery of these services to restore dignity and social equity
in communities.
4.1.1. Health and Welfare
More than anything that has de?ned the city in the past ?ve years, the city’s response to health and welfare issues
and particularly to the scourge of Aids, has been hailed as the hallmark of public-private partnership success.
The Msunduzi HIV/Aids Network, a network of community-based and Non governmental organizations
working in close association with the municipality, have been responsible for not only changing perceptions
about the municipality and HIV/Aids, but have jointly contributed to the international recognition of the
municipality’s aggressive HIV/Aids Strategy which galvanized all sectors into a single network spread out
across the entire city and surrounds. The strategy has also been adopted as a model of Best Practice by the
Dubai International Award and also nationally within the South African Cities Network.
In 2004, an international award for the strategy was conferred on the city, con?rming our belief that
partnerships and decisive leadership can spare our people the humiliation and desperation associated with
HIV/Aids. Furthermore, numerous other organizations in the city continue to make impressive gains in
beating the effects of the pandemic as they work with disadvantaged, affected and infected people like
children and women within the network. This has seriously raised our people’s hopes, and provided ample
opportunity for us as Council to do all in our power to beat Aids. The roll-out of Anti-Retroviral Treatment
is also being fast tracked, and so far our people are taking advantage of the service.
Work with the elderly as part of Social Services and vulnerable groups such as street children and other
children-at-risk continues through the unit, and support mechanisms especially for child-headed households
are aligned to all functional units such as infrastructure services and facilities in terms of housing provision.
Since 2002, the unit has been instrumental in providing clinic services in an integrated form, with new clinics
established at ensuring that our communities have access to Primary Health Care (PHC) full packages and
services. These interventions have made ours not only an inclusive municipality, but one with healthy and
productive people.
236
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX D: INDIGENT POLICY
INDIGENT POLICY GUIDELINES / IMIQATHANGO YENQUBOMGOMO YABANHLWEMPU
It is without saying that the equitable share allocation to the Municipality has made it possible for the City to maximize the
delivery of service particular to those areas that were previous disadvantaged by the previous systems of government. In 2004
when the City acquired its capital status, we saw a growing demand for housing, traf?c congestion on our roads and triple hikes
in housing prices. This scenario has been worsening by the growing in?ation in the country and the high costs in the basic food
stuff.
In lieu of the above the Municipality had reviewed the indigent policy in order to enable those that are at the bottom of the
economic ladder to earn a living. During the IDP Review for 2010/2011 the municipality reviewed the Indigent Policy along
other polices and in terms of legislation on equity, all the properties in Pietermaritzburg would have a rebate for R150 000, that
will mean that any property is valued at less than R150 000 and properties less than R150 000 will be exempted from paying
rates.
Special Provisions
Child Headed Households
In the case of child headed households, the following conditions apply: The child-headed household be declared indigent after
consultation with the Ward Councillor/s provided that the household income after death does not exceed R2036.00 per month.
That the account be continued in the name of the deceased estate.
Flats
Where a resident lives in a ?at, and is the account holder and is declared indigent upon application, the following conditions
apply:
Water
A ?nancial bene?t that is equal to the value of 6kl of water based on the domestic tariff shall, on application, be credited to the
electricity account.
Sanitation
The indigents electricity account shall, on application, be credited with the basic tariff in respect of sewer charges based on the
domestic tariff. That if the above mentioned concessions have the effect of the month being in credit, the account rendered shall
be zero and not stand to the credit of the consumer.
*Conditions Apply
Access to Basic Services
AUTOMATIC QUALIFICATION AS
AN INDIGENT
Free 50 kWh
?
Free 20 Amp
?
Free 6kl
Balance @ normal R7.93
per kl
?
Free
?
Free
?
Free
?
ON APPLICATION
AS AN INDIGENT
Subject to ampere limit of
20 Amp and Water Restriction Device
Reduced
Free 50 kWh
Balance @ normal
?
20 Amp Reduced
?
Free 6kl
7-12 @ R3.23 per kl
Balance @ normal
R7.93 per kl
?
Reduced Tariff
?
Reduced Tariff
?
Rebate on approval In-
more less than R1640
40% OR Income
between R1640-R2036
= 33.3%
?
ON APPLICATION
AS AN INDIGENT
Subject to ampere limit of
20 Amp and Water Restriction Device
Reduced
Free 50 kWh
Balance @ normal
?
20 Amp Reduced
?
Free 6kl
7-12 @ R3.23 per kl
Balance @ normal
R7.93 per kl
?
Reduced Tariff
?
Reduced Tariff
?
Free
?
* All tariff (charge) amounts and income limits quoted here are subject to change.
237
Msunduzi Municipality Integrated Development Plan 2011 – 2016
IZIBONELELO EZINGAVAMILE
AMAKHAYA APHETHWE YIZINGANE
Esimweni samakhaya asesele nezingane, kuyosebenza lemibandela elandelayo:
Ikhaya lelo liyothathwa, njengekhaya elinhlwempu emva kokubonisana neKhansela lesiGceme, kodwa imali engenayo phakathi
kwekhaya mayingabi ngaphezu kuka R2036.00 I-akhawunti iyoqhubeka nokuba segameni lefa likamu?.
AMAFULETHI
Kumuntu ohlala efulethini futhi one-akhawnti nomKhandlu nosethathwa njengomuntu onhlwempu, kuyosebenza lemibandela
elandelayo:
Amanzi
Inani lemali elilingana nemali yamanzi awu 6 kl iyobuyiselwa kwi-akawunti yagesi emva kokuba umuntu esefake isicelo.
Inhlanzeko
i-akhawnti yagesi yomuntu onhlwempu, emva kokuba esefake isicelo, iyofakwa imali yesolishi yasekhaya. Uma zonke lezi
zaphulelo ezingasenhla ziba ngaphezu kwesikweletu somuntu saleyo nyanga, umuntu lowo angeke akhokhiswe lutho kuleyo
nyanga, futhi kuyobe kungasho ukuthi umKhandlu usuyamkweleta.
*Imibandela okusetshenzwelwa phezukwayo
Ukutholakala Kwezinsiza Nqangi
UBUHLWEMPU OBUNGABUZWA
50 kWh mahhala
?
20 Amp mahhala
?
6kl mahhala
Okungaphezulu
kukhokhelwa uR7.93/kl
?
Imahhala
?
Imahhala
?
Amahhala
?
UKUCELA UKUTHATHWA
NJENGOBUHLWEMPU
Umbandela: Amandla kagesi mawangabi
ngaphezu kuka 20 Amp futhi amanzi
Inkokhiso Ephansi
50 kWh mahhala Okun-
gaphezulu kukhokhelwa
imali ejwayelekile
?
20 Amp Wokuziphilisa
?
6kl mahhala
7-12 @ R3.23 / kl
Okungaphezulu
kukhokhelwa uR7.93 / kl
?
Inkokhiso ephansi
?
Inkokhiso ephansi
?
Isaphuleo uma siphum-
elela Imali engenayo
ingaphansi kuka R1640=
40% noma Imali enganayo
iphakathi kuka R1640
- R2036 = 33.3%
?
OKUCELA UKUTHATHWA
NJENGOBUHLWEMPU
Umbandela: Amandla kagesi mawangabi nga-
phezu kuka 20 Amp futhi amanzi
Inkokhiso Ephansi
50 kWh mahhala
?
20 Amp Wokuziphilisa
?
6kl mahhala
7-12 @ R3.23 / kl
Okungaphezulu
kukhokhelwa uR7.93/kl
?
Inkokhiso ephansi
?
Inkokhiso ephansi
?
Amahhala
?
* All tariff (charge) amounts and income limits quoted here are subject to change.
238
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX E: SPECIAL GROUPS
Our senior citizens, children and people with disabilities, the municipality through the of?ce of the City Mayor has employed the
Manager dealing with special programmes and projects, of?cers that the responsible for HIV and AIDS, Gender Youth, Children,
Senior Citizens and People with Disabilities, there are also programmes that are conducted by this unit to address issues raised by
the target groups when the City Mayor, Speaker and Councillors consult with these groups concerned.
Some of the programs that we run as the municipality are:
• Youth Council has agreed on a number of youth projects and various developmental activities
• Care-givers are used to attend those families with members of family in distress and requiring special attention.
• Various projects for the elderly.
• Between the Department of Health and our Health section, various programs, through the section head are part-funded by
both institutions.
• Through the Children Act No. 38 of 2005, programs that are driven by the President of?ce of the RSA’s of?ce, the
municipality participates in those interactions and a policy will be mooted in due course which will be in line with the act
mentioned above.
239
Msunduzi Municipality Integrated Development Plan 2011 – 2016
GLOSSARY OF ABBREVIATIONS USED IN THIS DOCUMENT
ABET Adult Basic Education and Training
ATICC Aids Training, Information and Counselling Centre
ASGISA Accelerated Shared Growth Initiative of South Africa
BESG Built Environment Support Groups
CBD Central Business District
CDS City Development Strategy
CHC Community Health Centre
CMIP Consolidated Municipal Infrastructure Programme
CSP Corporate Strategic Planning
CSSE Community Services and Social Equity
CBU Corporate Business Unit
DAEA Department of Agriculture & Environment Affairs
DBSA Development Bank of Southern Africa
DEDT Department of Economic Development & Tourism
DET Department of Education & Training
DM Disaster Management
DOF Department of Finance
DOH Department of Housing
DOT Department of Transport
DOTS Directly Observed Treatment Strategy
DPLG Department of Provincial and Local Government
DTI Department of Trade & Industry
DWAF Department of Water Affairs & Forestry
ECA Environment Conservation Act (73 of 1989)
EDI Electricity Distribution Industry
EIA Environmental Impact Assessment
EDG Economic Development and Growth
GDP Gross Domestic Product
GIS Geographic Information System
GDP Growth Domestic Product
HR Human Resource
IDP Integrated Development Plan
IDT Independent Development Trust
IDZ (Zone) Industrial Development Zone
IEM Integrated Environmental Management
INR Institute of Natural Resources
ISF Infrastructure, Services and Facilities
IT Information Technology
KPCA Keep Pietermaritzburg Clean Association
KZN (Province of) Kwa Zulu Natal
KPA Key Performance Area
KLAA KwaZulu Land Affairs Act, R293 & R1888
LA21 Local Agenda 21
LDP Local Development Plan
LED Local Economic Development programme
LUMP Land Use Management Plan
MIIU Municipal Infrastructure Investment Unit
MOSS Metropolitan Open Space System
Msunduzi Msunduzi (Pietermaritzburg) Municipality
MTAB Metropolitan Transportation Advisory Board
Muni Sys Act Municipal Systems Act,2000
MOU Memorandum of Understanding
MIG Municipal Infrastructure Grant
MEC Member of Executive Council
MHA Msunduzi Housing Association
NEMA National Environmental Management Act (107 of 1998)
240
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NGO Non Government Organisation
PCB Pietermaritzburg Chamber of Business
PMB Pietermaritzburg (Msunduzi)
PR Public Relations
REDs Regional Electricity Distributors
SALGA South African Local Government Association
SDI Spatial Development Initiative
SETA Sector Education & Training Authority
SMME Small Medium and Micro Enterprises
SGHR Sound Governance and Human Resources
STI Sexually Transmitted Infection
SEA Strategic Environment Assessment
TADSA TB Alliance, DOTS, Support Association
TLC Transitional Local Council
TPS Town Planning Scheme
TPO Town Planning Ordinance
uMgungundlovu uMgungundlovu District Municipality
UKZN (P) University of Kwa-Zulu Natal (Pietermaritzburg)
USAID United States Agency for International Development
VIP (Latrine) Ventilated, Improved Pit (latrines)e Indicators
MTAS Municipal Turnaround Stratergy
doc_575050940.pdf
On this paper talk integrated development plan 2011 2016 and beyond.
INTEGRATED DEVELOPMENT PLAN
2011-2016 AND BEYOND
RE-IMAGINE PIETERMARITZBURG BEYOND VISION 2025
REVISED IDP FOR 20112016 AND BEYOND
ISIXAXA / PULLING TOGETHER
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
Msunduzi Municipality Integrated Development Plan 2011 – 2016
TABLE OF CONTENTS PAGE NO.
SECTION A: EXECUTIVE SUMMARY 15
1. Introduction 15
2. Locality and Opportunities 16
3. Development Challenges facing the City 16
4. The Purpose of the IDP 25
5. Scope of the IDP 26
6. Good Governance and Public Participation 26
SECTION B: SITUATIONAL ANALYSIS 61
1. Introduction 61
2. The Population of Msunduzi 61
3. Households and Household Services 62
4. Social Development 63
SECTION C: DEVELOPMENT STRATEGIES 78
1. Introduction 78
2. The City Development Strategy 78
3. The City of Choice 78
4. Strategic Objectives 79
5. Our City Guiding Principles 80
6. Strategy Mapping 81
SECTION D: SPATIAL AND ENVIRONMENTAL PLANNING 82
1. Introduction 82
2. Msunduzi SDF Review 82
3. Ukubuyekezwa Kohlaka Lwentuthuko Yezindawo “Sdf ” Lwasemsunduzi 88
4. Identi?cation of Existing and Possible Nodes 98
5. Greater Edendale Development Initiative (Mini SDP) 105
SECTION E: SECTOR INVOLVEMENT 111
1. Sector Departments/District And Msunduzi Municipality Idp Alignment 111
2. Co-existence of the Local Government and the Traditional Leadership 111
3. International and Intergovernmental Relations 112
4. Sector Departments Involvement 112
2
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION F: IMPLEMENTATION PLAN 117
1. Introduction 117
2. Municipal transformation and Institutional Development 117
3. Institutional Analysis 118
4. Organogram 119
5. Performance Management System (PMS) 123
6. Employment Equity 123
7. Human Resources Development 124
8. Governance 125
9. Licensing 125
10. Information 125
11. Information Technology and Communication 125
12. Good Governance and Management Control Area 128
13. Economic Development 143
14. Service Delivery and Infrastructure Investment 151
15. Social Development 187
SECTION G: PROJECTS LIST FOR 2010/2016 202
SECTION H: FINANCIAL PLAN AND MSUNDUZI BUSINESS SCORE-CARD 211
1. Overview 211
2. Aligning the Budget 212
3. City Finances 213
4. The Service Delivery Budget Implementation Plan (SDBIP) 217
5. Financial Recovery Plan 218
6. Msunduzi Organisational Score-card 2010/2012 224
SECTION I: ANNEXURES 225
1. Spatial Development Framework 225
2. Disaster Management Programme (Plan) 225
SECTION J: APPENDIXES 228
1. Background 228
2. Appendix A 228
3. Appendix B 232
4. Appendix C 237
5. Appendix D 238
6. Appendix E 240
GLOSSARY OF ABBREVIATIONS USED IN THIS DOCUMENT 241
NOTES 243
3
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Private Bag x321
Pietermaritzburg
3200
City Manager
The City Hall
C/O Chief Albert Luthuli Road & Church Street
Pietermaritburg
3200
IDP Of?ce
The City Hall
C/O Chief Albert Luthuli Road & Church Street
Pietermaritburg
3200
Telephone: 033-3923000
Facsimile: 033-3922397
Msunduzi Municipality
The Provincial Intervention Team
IDP Steering Committee
Led by:
Thokozane Maseko: Municipal Manager (acting)
Cllr M Tarr: The City Mayor
Champion by: Lindile Jela
Under Mentorship: Robbie Mkhize
Management: David Gengan
Contact Details: 033-3922011 and
Municipal Manager IDP Co-ordinating Committee (MMIDPCC)
Championed by:
Mr Lindile Jela
IDP Manager
Contact Details: (033) 392 3615
E-Mail: [email protected]
Supported by:
Strategic and Executive Managers
Staff
Councilors and
The Community of Pietermaritzburg
CONTACT DETAILS
PREPARED BY:
4
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3. MUNICIPAL VISION
Whilst we all agreed with our vision below as it de?nes our current status in the Kingdom of KwaZulu and inspiring us to
strive for our City to be the City of Choice, this is an idea that we are aspired for together with community based structures,
Non Governmental organizations, business sector, labour movements, traditional leadership, religious sector, youth and women
formations, sport and cultural groups, institutions of higher learning, civic organisations and other interest groups. We strive to
maintain and model our City Vision in order to be:
VISION 2035
TO BE THE CITY OF CHOICE
UMBONO KA-2035
IDOLOBHA LEKHETHELO
3.1. VISION STATEMENT
Hence we understand the mammoth tasks, challenges, potentials and capabilities that are existing in the City to
enhance and where possible to turn around the architectural designs, planning and socio-economical limitations
that were engineered and imposed through the systems of the previous government on the lives of South African
society, this vision attempts to acknowledge our existing institutional and natural treasures, cultural diversity as our
heritage and poses as a bacon of hope for all peace loving South Africans.
Our vision statement below must also be read alongside with our long term planning vision which is based on our
invitation to all the citizens of the City to begin to dream big about what will it takes to be a City of Choice and
what our contributions thereof. Our invitation to all role players is to begin to Imagining Pietermaritzburg Beyond
2035 Vision whilst our short term realistic vision below represents our quatum leap towards our long term vision
statement.
VISION STATEMENT
A safe, vibrant City in which to live, learn, raise a family, work, play and do business
UKUCHAZWA KWALOMBONO
Idolobha elinokuphepha nokudlodlobala, ongahlala, ufunde,ukhulise umndeni, usebenze, udlale futhi ukwazi
nokuhweba ngokukhululeka
5
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2. MISSION STATEMENT
To stabilize the affairs of the municipality, and ensure that the municipality functions effectively, and in a
sustainable manner in delivering services to the community.
Organizational Goals
• A healthy citizenry with access to affordable, quality health care.
• A safe city with low crime levels and quality living areas.
• An ef?ciently managed, ?nancially viable and sustainable, city
• A well governed city underpinned by meaningful public participation
• A vibrant economic centre, attracting investment, supporting business development and creating jobs
• A city where all have access to habitable human settlements – decent houses, clean water and proper sanitation
• An environmentally sustainable and healthy city
• A well planned, spatially integrated city
4. STRATEGIC OBJECTIVES
4.1. FINANCIAL VIABILITY AND MANAGEMENT
Plan 1: Financial viability and sustainability
Strategic Objective:
1. To promote sound ?nancial management and reporting, effective budgeting and revenue enhancement
4.2. LOCAL ECONOMIC DEVELOPMENT
Plan 6: Economic Development and Job creation
Organizational Objectives:
2. To stimulate economic growth through job creation, promotion of BBBEE, development of SMME’s, co-
operatives and agri-industry
3. To promote sustainable tourism.
4. To promote and stimulate business investment, retention and expansion
4.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Plan 2: Quality living environments
Strategic Objective:
5. To improve access to affordable housing and facilities that promote quality living areas.
6. To improve accessibility and maintenance of habitable human settlements and facilities
7. To provide a responsible facility for the disposal of waste in a manner that is socially and environmentally
acceptable.
4.4. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Plan 5: Good governance
Strategic Objectives:
7. To develop an ef?cient, effective and accountable administration
8. To promote full participation of all stakeholders in the planning, implementation and decision making of the
municipality.
9. To improve basic literacy of society with special focus on targeted groups
6
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.5. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Plan 5: Good governance
Strategic Objectives:
10. To build a productive, knowledge based organization that will respond adequately to the needs of the
community and the city.
11. To develop the capacity and safety of our workforce.
4.6. ENVIRONMENTAL PLANNING & SOCIAL SERVICES
Plan 3: Safe, healthy and secure environment (environmental health and public safety
Plan 6: Integrated, sustainable spatial planning and development (planning, SDF, EMP
Strategic Objectives:
12. To ensure that all communities have access to social Services
13. To contribute towards a health, safe and secure environment with special focus on children, youth, women
and people with disability
14. To promote sports and recreation, and arts and culture
15. To promote a long term development vision and harmony in planning
5. OUR CITY GUIDING PRINCIPLES
To underpin all development activities:
• Sustainability
• Strategic Focus
• Participation
• Transparency
• People Centred
• Transformation
• Customer focus
• Integration and Alignment
• Democratic
• Implementation Orientated
• Accountability
• Co-operative Governance
7
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR CHRIS NDLELA
CITY MAYOR
FOREWORD BY HIS WORSHIP THE MAYOR CLLR CHRIS NDLELA
As I write this foreword to the Integrated Development Plan for 2011-2016, I am mindful of the tremendous challenges that face
our city and municipality, as we move forward into planning strategically for the next ?ve years and beyond. Not only are we faced
with huge service delivery backlogs and rising unemployment and poverty, but we are faced with dealing with serious ?nancial
issues that have affected our performance as a municipality.
This Integrated Development Plan which is the municipality’s framework for development for the next ?ve years, and for
2011/2012 in particular, comes at a time when the national government, through the State President Jacob Zuma and other
senior government ministers, puts emphasis on the need for job creation and the eradication of poverty. The KZN Provincial
Government is also in the process of implementing a series of projects to improve the quality of life for its citizens, like the
Operation Sukuma Sakhe project. In this context then, our plans must re?ect a balance between addressing service delivery
backlogs and improving the conditions in which our people live, and social and economic development.
The municipality through consultation and interaction with various stakeholders, has agreed to focus the delivery programme
for the next ?ve years on a six point plan based on eight key organizational goals which are re?ected in the document. We believe
that this plan will go a long way to addressing the key national and provincial delivery priorities, and in so doing, our own service
delivery and development priorities. As we move forward into the next ?ve years we must ensure that we translate our vision
and goals into a workable plan, that suf?cient funding is available for its implementation, and that we put measures in place for
monitoring and evaluating our performance.
I will be leading the way for our municipality to reach out to the community at large, civil society organizations, the business
community and tertiary institutions to encourage active participation in the delivery of this plan, so that we can take responsibility
collectively for the development of our city and its citizens. Through your participation the municipality will achieve its goal of
being more accountable and transparent. If we all work together as one, we will surely deliver a city that we can all be proud of – “
a safe, vibrant city in which to live, learn, raise a family, work, play and do business”.
8
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR THOBANI ZUMA DEPUTY MAYOR
9
Msunduzi Municipality Integrated Development Plan 2011 – 2016
THE INTRODUCTORY REMARKS BY ACTING
MUNICIPAL MANAGER
The history of Pietermaritzburg, if told by many of her citizens, especially
those who have been around, can proudly share those exciting moments of
loving and caring people and beautiful scenery reminiscing with what used
to be their laid back town which is now perceived as threatened by growing
trends of urbanization with a growing trend of migration pattern in?uenced
by a numbers of people leaving their areas of birth in search of greener
pastures in mega or large cities. This growing trend cannot be wished away;
it is a global phenomenon and calls upon our responsible political leadership,
reliable management core and skilled technocrats to pull together towards a
particular strategic direction.
Our strategic choices that we made in accordance with our vision statement
is to “A safe, vibrant City in which to live, learn, raise a family, work, play
and do business” Given our vision statement, our challenge is to translate the
vision into realizable goals for the better future of our children’s children.
The ?nancial shadow over our City cannot be easily disregarded or wished
away overnight, our approach is to align the IDP through our Turnaround
Strategy which is projected over three years and this strategy becomes a
foundation for our Financial Recovery Plan for 2010/2011 and beyond. The
Turnaround Strategy presents opportunities and renewed commitment to
be able to better deliver to our communities and this journey can only be
travelled and accomplished in partnerships with our stakeholders in supporting our joint initiatives.
The ?ve strategic objectives of the Turnaround Strategy, that the 2010/2011 IDP will be addressing, are the following:
• Ensure that the municipality meets the basic service needs of communities;
• Build Clean, effective, ef?cient responsive and accountable local government;
• Improve performance and professionalism in the municipality;
• Improve national and provincial policy, oversight and support;
• Strengthen partnerships between local government, communities and civil society.
The strategic objectives have been converted into speci?c key performance indicators which are capable to put management
to ultimate test of performance. The Turnaround Strategy will make the concentration of resources and efforts to basic service
delivery and revenue enhancement strategy as the anchor of the survival of the municipality and to achieve ?nancial stability.
It is our belief though that through constructive engagements and partnerships with our citizenry and structured organs of society
with a good political will from our political leadership core, the City’s ?nancial situation and service delivery mandate would
be realized. We invite our citizens as bene?ciaries of our service delivery to join the City as friends of the City to preserve this
magni?cent gem for generations and generations to come.
T. MASEKO
ACTING MUNICIPAL MANAGER
10
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CLLR BABU BAIJOO
SPEAKER
11
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Cllr E Majola
Executive Committee Member
Cllr J Ngubo
Executive Committee Member
Cllr B Lambert
Executive Committee Member
Cllr M Chetty
Executive Committee Member
Cllr N Bhengu
Executive Committee Member
Cllr M Inderjit
Executive Committee Member
12
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Mr T Cowie
Strategic Executive Manager:
Infrastructure
Mr K Khumalo
Strategic Executive Manager:
Community Service (Acting)
Mr T Maseko
Municipal Manager (Acting)
Mr N Sarawan
Strategic Executive Manager
(Acting)
13
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION A: EXECUTIVE SUMMARY
Development in South Africa is between developed urban areas and uneven developed peri-urban and rural areas. Central to our
democracy, peace and freedom is the provision of service delivery, poverty eradication and economic growth that will result to
reduction of unemployment and better life for all citizens.
1. INTRODUCTION
Every citizenry all over the world as colourfully as they are, dream of living and breathing in an environment and society free from
diseases, hunger, fear, crime, accidents, violence, discrimination, poverty, hatred and lifelessness. This is the background at which
all municipalities and cities are striving for in shaping their visions and strategies to bring about an environment worth living for
and a society that celebrates its life and success.
It is our purpose for existence as the City of Choice to make strategic choices that will make us champions of a cooperative
governance vision for a better life for all. Our strategic roadmap that we share with our strategic partners re?ects and mirrors our
commitments to service delivery and to re-Imagining Pietermaritzburg Beyond vision 2035 and this is the life beyond this IDP.
Any strategic planning must be molded in such a way that our Integrated Development Plan does not become a wish list but a
realistic plan with speci?c targets and indicators that forms the City’s delivery package for ?ve years.
This destination ahead of us can not be realized without clear and speci?c sector plans that are collectively planned and developed
with speci?c targets. Gone are those days where the role of local government leadership, be it politically or administratively was
viewed more ceremonially than running a very serious business that contributes towards changing societal life in its totality. The
municipal life is guided by legislation and its performance is measured through Performance Management System (PMS) which
is guided by balance score-card perspective and Service Delivery and Budget Implementation Plan (SDBIP)
In order to bring common understanding to various stakeholders and to demonstrate our commitment towards sustainable and
integrated development and growth of our economy, society and environment; the Integrated Development Planning forms the
basis of our development strategy and approach. The Integrated Development Plan then becomes our guiding development plan
packaged and re?ected according to the ?ve national Key Performance Areas (KPA) and provincial KPAs. The national KPAs are
used here to de?ne the level and measure of development and performance of our City:
• Good Governance and Public Participation – we are assessed as the city at how and what level of involvement of various
stakeholders, particular in planning, development and implementation of sector plans. It is expected that a municipality
will also re?ect its social transformation agenda and programs with speci?c bias towards vulnerable groups such as children
, youth and women and tangible programs that are aimed at promoting social integration, national pride, and social cohesion
and human rights culture as pronounced in the constitution. Access to community amenities and eradication of poverty
through interventions that are deliberated further in our ?ve year implementation plan
• Local Economic Development (LED) develops a clear plan and strategies through stakeholders involvement to ensure
business con?dence in the City and alignment of the budget and the IDP.
• Municipal Transformation and Institutional Development – the appropriateness of our transformation agenda with regards
to our institutional arrangements regarding Human Resource Planning (HR Strategies) equity targets, organizational
performance, skills development and interventions to improve the capacity of the municipality, etc.
• Basic Service Delivery and Infrastructure Investment forms the basis of our infrastructure investment plan with clear
programs of maintenance, targets and strategies that are reviewable annually. This plan underpins any innovations and
programs for Local Economic Development, i.e. any lack of well planned and maintained infrastructure and infrastructural
development plans mean less of economic growth
• Financial Viability and Management will re?ect our internal control systems to ensure compliance and accountability of
the municipality through our proper sound ?nancial management plan
• Spatial Development Framework (SDF) encapsulates the translation of our vision and strategies to indicate spatial
expression and application of municipal sector plans. This will be explained under the SDF section and the progress in the
re?nement of the SDF.
14
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Having labored on the City’s constitutional mandate, currently the Msunduzi Municipality has serious ?nancial crisis and has
prompted the MEC for COGTA in KZN to institute the intervention in terms of Section 139 (b) of the MFMA on 15 March
2010. The intervention was prompted by among other things poor internal controls , hempoint corruption among staff, failure to
prepare the mid-year adjustment budget and 2010/11 Budget in time.The MEC for COGTA appointed the Provincial Intervention
Team (PIT) during March 2010 to assist to turn around the ?nancial crisis of the Municipality and to develop an overall business
plan. When the PIT took over it, was reported that the Municipality was sitting at R521m in de?cit and serious liquidity crunch
(cash ?ow) due to the fact that the municipality decided to ?nance road projects to a tune of R111m and payments towards
the remote metering system which was unbudgeted. On developing a municipal turn-around strategy by PIT, huge savings
have been made based on the analysis of expenditure patterns (expenditure control committee was set up as well as a revenue
enhancement committee) and a number of senior staff are suspended for further investigations on allegations of corruption and
mismanagement.
2. LOCALITY AND OPPORTUNITIES
The Msunduzi Municipality commonly known as Pietermaritzburg or the “City of Choice” is located along the N3 at a junction
of an industrial corridor from Durban and Pietermaritzburg and an agro-industrial corridor stretching from Pietermaritzburg to
Estcourt. Regionally, is identi?ed at the cross section of the N3 corridor and Greytown Road corridor to the north, a tourist route
to the Drakensburg and Kokstad Road to the South. It is the second largest city within KwaZulu-Natal and a contributor towards
80% of the GDP by 9 largest cities in South Africa. It is the Capital City of the Kingdom of KwaZulu, and the main economic
hub within Umgungundlovu District. Its location has a strong in?uence on regional channels of investment, movement and
structuring of the provincial spatial framework for growth and development.
It is the choice of best schools, technikons and university; home of Comrades Marathon, the Duzi, the Midmar Mile, the Royal
and Garden Shows and Art and Cars in the Park; choice of architectural heritage and close association with highly respectable
history of individuals such as Gandhi, Mandela and Paton.
Pietermaritzburg is vibrant African City set in the breathtakingly beautiful KwaZulu-Natal Midlands. Steeped in history that speaks
mainly IsiZulu, Afrikaans, English and Indian in?uences, and a growing number of IsiXhosa speaking after the incorporation
of Umzimkhulu into KwaZulu Natal, with German in?uence on the far eastside of the City and a signi?cant number of Sotho
speaking within the area on the southwestern towns, the City is a cultural treasure-trove brimming with diversity and colour.
First attempts to establish a formal town were made by Afrikaans Settlers in 1838. The IsiZulu speaking people referred to
Pietermaritzburg as “uMgungundlovu”, the “Place of the Elephant” and more appropriately the “Place of the King” signi?es
the Capital City status of the City. It is believed that the City was named after the Voortrekker leader Piet Retief and Gerrit
Maritz. Actually, it is likely that the City was named after Piet Retief because his second name was Maritz. It is also believed that
uMgungundlovu was the Head or Kraal (Isigodlo) of King Dingane.This is the only City in the world that was declared a Capital
City by a set of four different governments: In 1838, it was declared as Voortrekker Republic; during the British annexation of
Natal and Cape under the Union of South Africa in 1910; in 1961 under the Nationalist government and recently under KwaZulu-
Natal Provincial Government in 2004. The City is located at 660 metres above the sea level.
3. DEVELOPMENT CHALLENGES FACING THE CITY OF PIETERMARITZBURG
The City of Pietermaritzburg is not unique from other cities in the world that are caught in the vicious cycle of balancing the
escalation of urban and rural developmental needs and assets management challenges. It is our belief that in a normal environment
where the City is confronted by both new developmental and maintenance needs.
3.1. Msunduzi Municipality Turnaround Strategy
Among the priority areas raised by the PIT, and relevant stakeholders through a series of workshops, the SWOT
analysis was conducted and the issues raised were discussed and agreed to as priority areas:
• Status Quo
The Provincial Intervention Team (PIT) commenced with the identi?cation of poor service delivery,
inadequate controls, failure to conform to legislative requirements, policies, procedures, processes and in
general governance
15
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Turn Around Strategies
The PIT drafted 4 (four) Strategies consisting of a Financial Strategy, a Infrastructure Development Strategy,
a Community Service Strategy and a Good Governance Strategy
• Functional Areas
Functional areas were identi?ed within these Strategic intents in order to draft an appropriate Organogram
for the municipality. The functional areas are aligned with the Turn-Around Strategy
• Political Structure
A political structure was developed in order to deal with the strategies as set out and developed by the PIT
• Administrative Structure
An Administrative structure was developed in order to implement and manage the strategies as set out and
developed by the PIT. The organogram follows a ?at structure to ensure optimal performance within the
administration.
• Status quo of the Functional Areas
The problems and shortcomings identi?ed in the functional analysis stem from the SWOT exercise. The
SWOT analysis revealed that the functional areas were not operating as a coherent unit and therefore rendered
the municipality dysfunctional as a result of inadequate control and mismanagement.
• Allegations, Investigations, Disciplinary-Civil and Criminal Action
The PIT is on an ongoing basis investigating all allegations of mismanagement, fraud and corruptions. This
will continue until such time as deemed necessary. Senior staff has been suspended for further investigation
into serious allegations. It is the intention of the PIT to institute civil and criminal charges against the
perpetrators.
The City Development Challenges as Possible Interventions as 3.2
• Budgets, Financial Recovery and Revenue Enhancement
The Draft Budget was drafted in order to upset the current year de?cit. A ?nancial recovery, revenue
enhancement and cost containment strategy were developed to stabilize the ?nancial affairs of the municipality.
The budget for 2011/2012 that the budget would be based municipality affordability and expenditure would
be cash-backed. All statutory increases were allowed for in the budget and the end result of the revenue
required was used to determine tariffs, provisions were made for non payment of services as well as for a
surplus to cater for the current year’s estimated de?cit.
• Action Matrix Recovery Plan
A recovery plan was drafted in form of action matrix with cost indications. It is envisaged that the Business
Plan will run over a period of 3 years with a total cost estimated a R498 million.
The challenges that we are facing right here are re?ected as an exercise we went through of analyzing and
acknowledging them and were used as the basis to justify our strategies, approaches and sector plans with speci?c
interventions.
16
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2. City Development Challenges and Possible Interventions
NATIONAL KPA PERSPECTIVE CHALLENGE
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
Finance • Mobilizing project ?nance from other funding resources
- Current grant funding is only a basic service level not adequate
• High levels of unaccounted water losses
- The water loss is 35% and the non revenue water total is 63%.
• High electricity losses
Current electricity losses at 8% - part of this
function is outsource to improve ef?ciency
• Shrinking or static revenue base
Short comings in meter-reading system have resulted in inadequate
revenue collection Due to serious nature of this problem, this function
was outsourced recently an electronic water system is piloted which will
remove manual water reading and discourage tampering with meters. If
the system works perfectly this will improve council revenue.
17
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
S
O
C
I
O
-
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
Customer Continued • Promotion of arts and culture coherent, programme must be developed
within the municipality and align it with the District and Department
of Art and Culture programmes among women
Cultural practices have inhibited women from participating in arts and
culture
• Promotion of arts and culture among youth. Devise a coordinated and
cohesive youth development programme within the municipality and
align it with other stakeholders locally, district wide, provincially and
nationally
• Promotion of sports and recreation among women. Cultural practices
have inhibited women from participating in arts and culture
• Promotion of sports and recreation among youth. Lack of coordinated
and cohesive plan at municipal level
• Youth safety and security
Youth as perpetrators and victims of crime due to economic climate
• Illegal dumping
Limited accessibility to dumping areas and lack of education amongst
community (Community Recycling Centres in the Previously
Disadvantaged Areas)
• Ef?cient management of HIV/ AIDS in the work place. Lack of
implementation of work place
• Increase in crime. A constant complaint by community members
during Mayoral Izimbizo
• Reduce accidents and carnage on the roads
Increase in traf?c calming measures
• Increase in incidences of HIV/ AIDS (36.5% prevalence rate in KZN)
36.5% prevalence rate in KZN. HIV/ AIDS is viewed solely as a
health issue. High mortality and morbidity rates, Stigma, myths and
misconceptions.
• Development disparities within the municipal area. Trend indicates
huge backlog particularly in areas like Edendale and Vulindlela
• Clinic services – Mobile services for excluded areas
• Building of new clinics in the newly developed areas
• Programmes – TB, chronic diseases, nutrition & poverty
• Social services
Shelter for abused women and children
Support for vulnerable children
Support for elderly persons caring for orphans
Inadiquate of paypoints within the Municipal area especially in
Vulindlela: Building of Community centres can provide some relief.
• Environment Health Services
Reaching out to newly incorporated areas
18
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
C
O
N
T
I
N
U
E
D
Internal Processes
Continued
• Very high levels of development in the absence of appropriate
environment policies and management plans have resulted in
unsustainable development and environmental degradation. Currently
there is no Environmental Management Plan and System and no Public
Open Space Plan resulting in a lack of compliance with environmental
legislation and the Department of Agriculture, Environment and
Rural Development. A policy on integrated environment was approved
last year and the Department of Agriculture, Environment and Rural
Development have provided R1.7m grant to the Msunduzi to fanalise
an Integrated Environment Plan
• Uncontrolled encroachment of listed alien invasive plants have led to
the deterioration of the quality and cleanliness of the environment.
Lack of compliance with the Conservation of
Agricultural Resources Act- an integrated
environment plan would cater for that
• Devolution of Environmental Health Services
Has led to fragmentation
• Suitable equipment for a legislation-compliant waste disposal facility
Current land?ll site is inadequate
• Decentralization of Fire and Emergency services Requires an increase
in staff complement
• The practice of pro-active ?re prevention and protection methods
Requirement in terms of legislation
• Old and redundant vehicles Capital expenditure needed for ?eet and
equipment replacement programme
• Proper conceptualization and implementation of Disaster management
Currently a lack of a comprehensive Disaster Management Policy
within Council and a Disaster Management Plan
• Lack of coordinated & integrated planning/ duplication of projects
• In order to comply with the provisions of the Expanded Public works
Programme
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
Customer • Rewriting of jobs in compliance with TASK system
Internal Processes • Employment equity plan re?ecting adequate gender balances
Out of a permanent work force of 2945 employees, only 648 are female
as opposed to 2297 male employees. These ?gures may be further
desegregated according to various employment levels.
• Extension of performance management system to entire organization
Currently only SEM’s on performance agreements
Learning and Growth • Too many disintergrated government Stakeholders in communities
• Fragmented record-keeping system
Currently no systematic record-keeping system and lack of
implementation of the Decision Tracker
19
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
Finance • Lack of Finance to ?nance high cost of infrastructure asset
management plan
Customer • Inadequate customer relationship management in line with Batho Pele
principles
• Lack of a comprehensive and integrated communication strategy
• No electronic communication policy and systems to interact with the
public
• Community participation, including the participation of women and
youth in the IDP process
Currently ad hoc approach to community participation
• Skills development/ capacity building for the community
Raised during Mayoral Izimbizo
- Through Corporate Services, Development Services, Community
Development and Infrastructure Services Business units and providers
like FEET, UKZN, some programs would be developed
• Provide a reliable ?eet support to all business units
• Ongoing skills development/ capacity building for employees
Continuous improvement
S
O
U
N
D
G
O
V
E
R
N
A
N
C
E
A
N
D
P
U
B
L
I
C
P
A
R
T
I
C
I
P
A
T
I
O
N
C
O
N
T
.
.
.
.
.Internal Process • Poor communication between Council and industry to support
Council’s application of ICT
- an integrated communication policy to cater for internal and external
customers will be put in place
• Unaligned work processes
- Turn around systems on employment and other processes will be put in
place’
• Corporate governance, including corruption and fraud
- a policy developed by the internal audit was
• Safeguard and control the use of the organisation’s ICT infrastructure
from abuse, damage and loss
• ICT maintenance and troubleshooting
• Application/ implementation of policies
• Limited ?nancial and human resources
- Scarce skills development plan
- Staff retention
- Transfer of skills
• No clarity on corporate programme
• No information security management programme
• No information management strategyAlignment of current initiatives
and forging partnerships Partnership essential for the development of
Steam Rail Tourism
• Upgrade existing systems, new management (Market)
Currently the market has limited capacity and existing systems are
outdated and etc
• Traf?c Management System
Currently there is no Traf?c Management System in place
• Limited ?nancial and human resources
Resulting in a lack of a fully capacitated traf?c control and law
enforcement unit
20
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATIONAL KPA PERSPECTIVE CHALLENGE
F
I
N
A
N
C
I
A
L
V
I
A
B
I
L
I
T
Y
A
N
D
M
A
N
A
G
E
M
E
N
T
Finance
Customer
Internal processes
Learning and Growth
• Levels of outstanding debts
• Liquidity management. Valuation roll to be updated to ensure ef?cient
rates collection
• Recovery of outstanding Fines Currently limited ?nancial and human
resources
• Receipts and processing of invoices timeosly
• Linking budget and Performance
• No integrated customer centre
• Maintaining long term borrowings
• Full compliance with MFMA
• No electronic link or integration with Promis and braud asset register
• No integration/ electronic between Promis and Camis
Mobilizing project ?nance from other cost-effective resources
Current grant funding adequate to provide only a basic level of service,
eg, MIG. There is a need to source additional grant funding in order to
increase the standard/ level of service.
3.3. STRATEGIES TO MITIGATE CITY CHALLENGES
Through the IDP review process, each business unit reviewed its strategies, projects and priorities based on the
requests from various stakeholders within our communities and the Millennium Development Goals below were
used as our targets to measure our performance. Our analysis of our strategies and resources available enabled
the Municipality to present some of our strategies in line with the national targets. The Following Millennium
Development Goals (MDG’s) as adopted by the United Nations (UN) guided the South African Government to
develop the National Goals for the Country:
• Eradication of experience poverty and hunger;
• Achievement of universal primary educators;
• Promotion of gender equality and empowerment of women;
• Reduction in child mortality;
• Improvement of material health;
• Combating HIV/AIDS, malaria and other diseases;
• Ensuring environmental sustainability; and
• Developing a global partnership for development.
Emanating from our analysis in section F under Economic Development business unit, the Municipality has
developed a number of strategies that will underpin our Local Economic Development Plan. Thus far, our District
Municipality in partnership with other municipalities within the district developed the LED framework and
?nalized the City Local Economic Development Plan will be ?ne tuned around the uMgungudlovu District LED
framework.
Speci?c programs and KPIs are re?ected in section I in the IDP that deals with the Organizatonal Performance
Management System to ensure that the City is on the right track to endervour to halve unemployment by 2014. Part
of ?nalizing the economic plan, beside our analysis of the City’s economy in the IDP, speci?c interventions will
be quanti?able in terms of our targets per annum and projected estimates to realize our targets by 2014. The skill
development strategies that are projected in section I in terms of speci?c objectives and KPIs are integral part of our
LED strategies.
• Introducing effective and sustainable poverty reduction strategies Povert reduction strategies cut across
various strategies in the organization, a consolidated povert reduction strategic program will be mooted
during this ?nancial year and clear targets would be set.
• By 2010 – every individual / household should have access to clean running water and sanitation. Basic water
within 200 m for all by 2008 will be provided according our service delivery strategies. Water: Target is to
provide basic water to all residents by 2008/09.
• By 2012 – every individual / household should have access to electricity. Electricity – make 9 840 electri?cation
connections by 2012/13 [that will be an average of 1 640 per annum].
21
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• By 2007 – the bucket system must have been eradicated;
Fortunately, the City dealt with this project quiet earlier and it was reinforced by our VIP projects that caters
mainly for rural communities
• Universal provision of free basic services This was long time implemented and the list grows day by day.
Depending on the growth of our economy and reduction of unemployment, we hope that more and more
people that are classi?ed as indidgent will ?nd themselves back into the economic mainstream and be able to
afford basic life style.
• Access to housing for all by 2014,
- Housing to roll out 2 500 low-income houses per annum.
- Housing: facilitate development or construct 1 000 housing units for middle to high income groups in
Pietermaritzburg.
- Housing: 400 middle-income rental units by 2010/11, ie. 100 per annum. Housing: Subdivide and sell 2 000
stands by 2013/14, ie. 290 stands per annum.
• Sanitation for all by 2010. Sanitation: to provide sanitation to all by 2011/12 [off the National target by 2
years].
• Upgrading of roads: upgrade all gravel roads in Edendale and Vulindlela in 25 years. In order to ensure
accessibility of communities inside out, could mean a moving economy, therefore, our re?ection on 2008/09
capital budget, our main priorities then were based on road upgrades and that intervention links directly with
izimbizo community needs.
Having studied the APEX Priorities, we also considered the review of these priorities by Honourable President JG
Zuma and the State of the Nation Address presented the following 10 priority areas for the new government;
10 Priority Areas from the Medium Term Strategic Framework (2009-2014)
1. Speed up Economic Growth and transform the economy to create decent work and sustainable livelihoods.
2. Introduce a massive programme to build economic and social infrastructure.
3. Develop and implement a comprehensive rural development strategy linked to land agrarian reform and food
security
4. Strengthen the skills and human resources base.
5. Improve the health pro?le of all S. A.
6. Intensify the ?ght against crime and corruption.
7. Build cohesive, caring and sustainable communities.
8. Ensure sustainable resource management and use
9. Pursue African advancement and enhance international corporation
10. Build a developmental state, by improving public services and strengthening democratic institutions.
Through the IDP review, the municipality re?ected on these 10 priority areas and recommended an alignment of
Sector Plans with a view to reconstruct the GEDI (Greater Edendale Development Initiative) and Vulindlela Rural
Development Initiative into development agencies and to align with the new National and Provincial Departments
and government initiatives to facilitate such initiatives at the local government sphere.
Aligning the Municipal 10 Point Plan (Municipal Turnaround Strategy) in relation to the Medium Term Strategic
Framework. The Msunduzi Turnaround strategy was developed along the following Local Government Turnaround
10 Point Plan:
1. Improve the quantity and quality of municipal basic services to the people in the areas of access to water,
sanitation, electricity, waste management, roads and disaster management
2. Enhance the municipal contribution to job creation and sustainanble livelihoods through Local Economic
Development (LED)
3. Ensure the development and adoption of reliable and credible Integrated Development Plans
4. Deepen democracy through a re?ned Ward Committee model
5. Build and strengthen the administrative, institutional and ?nancial capabilities municipalities.
6. Create a single window of coordination for the support, monitoring and intervention in municipalities
7. Uproot fraud, corruption, nepotism and all forms of maladministration affecting local government
8. Develop a coherent and cohesive system of governance and a more equitable intergovernmental ?scal
system
9. Develop and strengthen a politically and administrative stable system of municipalities
10. Restore the institutional integrity of municipalities
22
Msunduzi Municipality Integrated Development Plan 2011 – 2016
In developing the under-mentioned priority areas, the Local Government 15 priorities as following were taken into
considerations and a number of possible interventions were identi?ed and recommended.
1. Accelerate the service delivery programme on basic services; water, sanitation, electricity, human settlements,
refuse removal, roads etc
2. Address immediate ?nancial and administrative problems in municipalities
3. Regulation to stem indiscriminate hiring and ?ring
4. Eliminate fraud and corruption in municipalities
5. Ensure and implement a transparent municipal supply chain management system
6. Strengthen Ward Committee capacity and implement new ward governance model
7. Include national and provincial commitments in IDPs
8. Differentiated responsibilities and simpli?ed IDPs
9. Funding and capacity strategy for municipal infrastructure
10. Restructure the Municipal Infrastructure Grant (MIG) and Local Government Equitable Share
11. Intergovernmental agreement with metros and 21 cities on informal settlement upgrade
12. Rearrange capacity grants and support programmes, including Siyenza Manje
13. Upscale Community Works Programme
14. Implement Revenue Enhancement – Public Mobilisation campaign
15. Launch ‘good citizenship’ campaign, focusing on governance values to unite the nation
Having noted the achievements made by the Provincial Government for the KwaZulu-Natal , the following
achievements are listed to indicate possible spinoffs for the City’s economic growth path:
• More than R21,6 billion investments were injected towards infrastructure programmes
• Moses Mabhida Stadium is completed particular to host FIFA Word Cup Games
• Dube Tradeport and King Shaka International Airport are almost complete
• Upgrade of World Cup training facilities which includes Harry Gwala Stadium in the City
• More than 2 million people in the KZN had access to electricity, water and sanition.
Summary of developmental challenges or priorities raised by the Premier of the Province of KwaZulu-Natal, Dr
Zweli Mkhize during his inauguration, where he highlighted the following priorities:
1. Develop a plan of action in relation to governance and principles of continuity in change.
2. Empowering and strengthening government institutions including Local Government and Local Economic
Development.
3. Address special needs in commercial and rural agriculture through mobilization of required resources such
as capital, skills and training.
4. Strengthening education, social and health care services.
5. Aligning the Provincial economy with the rest of the country and the world through technological skills,
trade, services, investments, etc.
6. Transforming the bureaucratic nature of public administration to a responsible government that is driven by
objectives and targets.
The State of the Nation Address by President JG Zuma.
President Jacob Gedleyihlekisa Zuma of the Republic of South Africa addressed National Parliament and the nation
as a whole amid pomp and ceremony in Parliament, Cape Town in the evening of February 2011.
He declared 2011 as the Year of Job Creation and set aside R9 billion to assist both the Public and the Private Sectors
to create opportunities for employment of the unemployed in South Africa.
23
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Both the President and the Premier of KwaZulu-Natal called to the nation to be decisive on how we spend our
resources, and work towards achieving our goal in ?ghting HIV and Aids epidemic in south Africa following in the
footsteps of our icon Tata Mandela when he devoted his life in the betterment of the masses.
Our President and our Premier called for commitment from the nation to work together to achieve our goals by
addressing the following priorities:
1. Rural development/Agrarian reform and food security
2. Creating decent work and economic growth
3. Fight crime
4. Education
5. Health
6. Nation building and Good Governance
A concerted effort between private and public sector partnerships were fundamentals in reaching the goals and
vision of our beautiful South Africa. Both the President and the Premier called the nation to use the upcoming FIFA
world cup as an opportunity to create growth and reach our fullest potential.
4. THE PURPOSE OF THE IDP
4.1. CONSTITUTIONAL AND LEGAL DICTATES
The Constitution of the Republic of South Africa puts into context the role that local government has to play within
the broader spectrum of government, governance, democracy and development. Of particular importance are:
• Chapter 3: Co-operative Government
• Chapter 7: Local Government
• Chapter 10: Public Administration
• Chapter 12: Traditional Leaders
• Chapter 13: Finance
• Part B of Schedules 4 & 5
Furthermore, the Constitution has given rise to a range of enabling legislation, critical to the transformation of local
government. For example, inter alia:
• Municipal Structures Act, 1998;
• Municipal Systems Act, 2000;
• Municipal Finance Management Act, 2003;
• Municipal Property Rates Act, 2004; Etc.
4.2. THE REVIEW OF THE IDP IN ACCORDANCE TO STATUETTES
In accordance with Chapter 5 of the Municipal System Act, 2000, the IDP is intended to provide spatial, institutional,
social, economical, infrastructural, environmental and technological solutions to our City challenges.
The basis and the justi?cation for this review process emanates from the legislative mandate, Section 34, Chapter
5 of the Local Government Systems Act, act 32 of 2000 as amended, quoted below.
“Annual review and amendment of integrated development plan
A municipal council –
(a) must review its integrated development plan;
(i) annually in accordance with the assessment of its performance measurements in terms of section 4;
and
(ii) to the extent that changing circumstances so demand; and
(b) may amend its integrated development plan in accordance with the prescribed process”
24
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5. SCOPE OF THE IDP
The very ?rst Integrated Development Plan for the City was completed in June 2002, and through that document, progress reports
were prepared and presented intended to address those IDP gaps highlighted by the MEC for Local Government, Housing and
Traditional Affairs. In October 2002, the Municipality realized that the cost for backlogs and new challenges in the City surpasses
the limited budget that we had, then the application for the Restructuring Grant was prepared. It was through the Restructuring
Grant that enabled the Municipality to embark on projects linked to the City’s Revenue Enhancement Program, almost thirty
projects, including the City Hub and Organization Transformation were identi?ed.
This is the eighth review process of the IDP, whereas the Restructuring Grant went through third IDP review process. Other
sources of funding such as Municipal Infrastructure Grant (MIG), Expanded Public Works Program (EPWP), Municipal Capital
and Operating budgets and grants from MIIU, DPLG, DBSA, National Treasury, made signi?cant impact on the City’s revenue
enhancement, institutional capacity and service delivery.
This document is intended to cover the following:
(i) Compiling and documenting a consolidated assessment of the attributes of, and the existing level of development within
the municipality (current reality)
(ii) Identify the basic needs of the residents using reputable data available
(iii) Collecting information on potential programmes and projects which have been identi?ed
(iv) Establishing development priorities for the municipal area
(v) Preparing a set of objectives to form the context for the development a broad policy framework as part of the comprehensive
IDP
(vi) Identifying the key elements of this policy framework including a spatial framework plan, disaster management etc
(vii) Formulating development strategies
(viii) Assessing the potential projects identi?ed within the context of addressing basic needs and development priorities and
formulating new projects
(ix) Formulation of a prioritized list of projects
(x) Development of the City Scorecard that can be translated and linked to the long term planning based on re-imagining
Pietermaritzburg beyond 30 Years as propagated by the South African Cites Network (SACN in the form a City Development
Strategy) and Local Government, Housing and Traditional Affairs
(xi) Identifying the institutional structure and arrangements required to ensure the ef?cient functioning of and operation of
the municipality
(xii) Providing the basis for the preparation of a capital and operating budget for the 2010/2011 ?nancial year
(xiii) Providing a framework to guide public and private sector investments and developmental activities.
6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
6.1. THE IDP REVIEW PROCESS
The review process of the IDP had culminated in the development of clear strategic interventions, programs and
projects and possible solutions towards the City Challenges. This process has located Community Participation as a
cornerstone and as a guide in reviewing our IDP and much was learnt through the analysis of the community needs
that resulted in the following ?ndings.
6.1.1. Community Participation
a. The process leading to the budget for ?nancial years 2005/06, 2006/07, 2007/08, 2008/09, 2009/10, 2010/11
and 2011/12 the Mayor her team comprised of “members of Exco and councilor and management”
consulted with various communities through izimbizo (community consultative meetings) that were
held across the City representing ?ve Area Base Management areas or zones of the Municipality. Those
izimbizo were intended to showcase the draft budget/IDP for ?nancial years 2005/6, 2006/07, 2007/08,
2008/09, 2009/10 and 2010/2011 in preparing for 2011/12 ?nancial year. The needs as expressed by
communities would be made available on request as a set of report that accompanied the approval of
the IDP by Exco and Full Council.
25
Msunduzi Municipality Integrated Development Plan 2011 – 2016
b. Various consultations and engagements with various stakeholders such as ward committees, the
partnership called Msunduzi Initiative for Development Innovations which is comprised of the
University of KwaZulu-Natal (UKZN-PMB) , Pietermaritzburg Chamber of Business (PCB) and
Msunduzi Municipality invited diverse interest groups on 20-21 October 2009 to the City Strategic
Summit to identify possible strategies and practical interventions on local economic environment,
training for economic growth and sports to turnaround the live of city residents. A list of projects
were identi?ed and possible action plans would be developed by all stakeholders whereby different
champions would be assigned tasks through different task teams that will be accountable to different
clusters and those interventions would be aligned to the IDP Review Process.
c. It must not be forgotten that part of developing this IDP, emanated from the lessons that we learnt
during the Department of Provincial Local Government (DPLG) and the South African Cities
Network (SACN) hearings by nine cities in South Africa that are member cities of SACN, jointly
producing almost 80% of the Gross Domestic Products (GDP). Again those hearings held by DPLG
subsequent years through Multi-Sector Departments IDP Assessment Workshops and stakeholders
forums in April assisted the Municipality in assessing its IDP. The Process Plan for 2010/11 that was
approved by Full Council last year was drafted on the basis of those IDP gaps identi?ed by the Inter-
departmental Team through the leadership of the Department of Local Government and Traditional
Affairs.
d. The preparation and consolidation of the IDP programs and projects were informed by izimbizo
minutes and report, master plans, SBUs strategic plans, submissions from ward needs, inputs by some
stakeholders and submission by Ward Committees. When the ward committees were re-established
in November 2007, during Budget/IDP reviews in May 2008, the ward committees supplemented the
list of ward needs that were previously populated during the public participation meetings. There
is a program to capacitate the ward committees to avoid them from becoming inactive like most
ward committees in municipalities before. Some of the inputs came from interest groups like LA21,
religious leaders, University of KwaZulu-Natal (UKZN) and Chamber of Business (PCB) under the
Memorandum of Understanding (MOU).
6.1.2. Ward-based City Challenges from Izimbizo meetings
It is the hope and commitment of the IDP that in a very near future once the Municipality ?nalized the
Ward-based pro?le through a localized survey, the budget and the IDP will be based on ward plans using
the Community Based Planning (CBP) process. In developing the budget and the amendments of the IDP,
Izimbizo minutes and report guided the review process for 2011/12.
Whilst some attempts were made to address those gaps identi?ed by the Inter departmental Team, we
have acknowledged that the process to develop comprehensive plans is a process on its own, which can not
be completed within one ?nancial year. We are proud to say that some of the plans that were previously
unavailable and now are in place, such as the 5 Year Financial Plan, Environmental Policy, Environmental
Framework, etc.
The izimbizo analysis is a comprehensive list of needs based on a number of frequency a need reappears on
surveys conducted during izimbizo ward committees submission, minutes of izimbizo, feedback from meetings
of ward councilors as they are supported by attendance registers and submissions by interest groups.
As part of the IDP review, all Strategic Business Units (SBU) were requested to break away for their strategic
workshops and the izimbizo minutes and report were circulated to them to guide discussions on prioritization
of needs and projects.
26
Msunduzi Municipality Integrated Development Plan 2011 – 2016
6.1.3. Ward-based needs
Mayoral Izimbizo meetings held in 4th December 2010 and consultative meetings with various interest
groups and stakeholders held meetings prior and on 20th April 2011 on the draft budget for 2010/11 and
IDP, including the submissions from Ward Committees and ?ve traditional leaderships (Amakhosi), have
categorized needs according to ward needs and national key performance areas (KPA’s). Surveys conducted
during the course of the Izimbizo have been analyzed according to ?ve management areas of the Municipality.
A consolidated analysis including the minutes and the surveys has been compiled. All of the above analyses
provide an indication of needs of community members as:
• City - wide level
• Management area level, and / or
• Ward level.
6.1.4. Prioritisation of Community Needs
The table below indicates issues that have been raised by the community in terms of their importance. Taken
from both the minutes and the surveys, needs and/ or issues of importance have been categorized according
to the 5 national KPAs with a speci?c emphasis on 3 national KPAs based on their ranking. Last year on 4th
December 2010, the City Mayor, the members of Executive Committee and the Management Committee held
public consultations to maximize the public participation of members of public and various stakeholders on
the development agenda of the municipality.
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
NUMBER OF
RESPONSES
LOCAL ECONOMIC
DEVELOPMENT
NUMBER OF
RESPONSES
SOUND
GOVERNANCE
NUMBER OF
RESPONSES
Electricity 13 Youth Development 7 Ward Committees 13
Housing 12 Health Services 7
Roads 14 Waste Management 5
Sanitation 4 Community Facilities 10
Water 6 Poverty Eradication 8
Job Creation 8
Crime 4
Land Acquisition 10
Some of the above areas have peculiar, historical and strategic needs that have been expressed for several years and their resolution
would make a signi?cant difference in the lives of those communities. Vulindlela Area has for years expressed the need for access
roads in almost all the nine wards. Where the access roads have been constructed, they are left in a messy state that when it rains,
the roads cannot be used. The other strategic need that people in Vulindlela have expressed is the need for rural housing. The
Greater Edendale Area has for more than a decade expressed the need for private land to be purchased from private landowners
so that development could be implemented in the area. They are requesting that the process be fast-tracked since Department of
Land Affairs, Fisheries and Forestry has offered funding for this purpose. 2011 has been declared the year for Job Creation, which
therefore means that we are called upon to work together with the private sector and communities to create jobs for unemployed
people.
27
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ALIGNING THE BUDGET WITH THE COMMUNITY NEEDS AND MATTERS OF GOVERNANCE
The Msunduzi Municipality is committed to redressing and addressing the needs of the citizens of the City and value the inputs
that are made during the izimbizo, ward committee meetings, stakeholder consultations and concerns raised in our complaints
register. During the period of May and December 2010, the IDP and Budget consultations with members of public and various
stakeholders as well as consultations and engagements that were held with members of public and stakeholders in May 2010
with members of parliament under the Parliamentary Adhoc Committee, the Municipality will endeavor to respond to some
of the issues and concerns raised during those consultations, indeed under the limited resources and ?nancial constraints. The
Msunduzi Municipality through the Turn-around Strategy, which forms the basis of the IDP and draft Budget for 2011/2012 and
beyond, is committed to turnaround the municipal ?nancial crisis and improve the ef?cacy of governance and service delivery. The
following observations underpin our understanding of the community needs and the needs that will be raised at the consultations
scheduled for the 11th January 2011 for stakeholders prioritization engagement session and April 2011 for draft budget and
IDP consultations. It must be noted though that the approach to consider some of the needs raised by various stakeholders, the
following approach will dictate:
• City-wide level;
• Management area level; and/ or
• Ward level.
Ideally, the ?nalization of the budget is to balance the budget allocations on prioritized community needs and address matters of
governance as dictated by the Msunduzi Turn-Around Strategy.
Graphically, this is represented as follows:
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
ANALYSIS OF DEVELOPMENT REQUESTS
156 IDP Review forms were used as a sample of the Development requests from various Wards within the Municipality
142 forms had ward numbers recorded on them
14 forms did not have any wards recorded on them - therefore were not used in the analysis of development required in the various
wards
Form the 142 forms - 609 development requests were received
The following is a summary of the development requests, number of requests and overall percentage
1 Construction of Roads 107 17.56% Basic Service Delivery and Infrastructure Development
2 RDP houses 67 11% Basic Service Delivery and Infrastructure Development
3 Job opportunities 45 7.38% Local Economic Development
4 Infrastructure maintenance/Basic Service Delivery 44 7.22% Basic Service Delivery and Infrastructure Development
5 Electricity 39 6.40% Basic Service Delivery and Infrastructure Development
6 Sporting facilities 33 5.41% Community and Social Services
7 Community Halls 28 4.59% Community and Social Services
8 Streetlights 28 4.59% Basic Service Delivery and Infrastructure Development
9 Toilets 28 4.59% Basic Service Delivery and Infrastructure Development
10 Water shortage 25 4.10% Basic Service Delivery and Infrastructure Development
11 Child grants/Pensions/HIV/AIDS 23 3.77% Community and Social Services
28
Msunduzi Municipality Integrated Development Plan 2011 – 2016
12 Resources/Public Participation 23 3.77% Good Governance & Public Participation
13 Clinics 17 2.79% Community and Social Services
14 Learnerships/Youth Empowerment 15 2.46% Local Economic Development
15 Libraries 13 2.13% Community and Social Services
16 Creches 12 1.97% Community and Social Services
17 Schools 12 1.97% Community and Social Services
18 Agricultural Support/Garden Projects 12 1.97% Community and Social Services
19 Crime prevention/Community Safety 9 1.47% Community and Social Services
20 Bridges 7 1.14% Basic Service Delivery and Infrastructure Development
21 Bus / Taxi Stop Shelters 5 0.82% Community and Social Services
22 Tractors 4 0.65% Community and Social Services
23 Transportation 3 0.49% Community and Social Services
24 Facilities for Training Skills and Job Creation 3 0.49% Local Economic Development
25 Youth Centre 2 0.32% Community and Social Services
26 Fencing 2 0.32% Community and Social Services
27 Shopping Centres in the centre of Elandskop area 1 0.16% Community and Social Services
28 Free education 1 0.16% Community and Social Services
29 Budgeting per region 1 0.16% Financial Viability and Management
609 100.00%
Analysis of National Key Performance Areas in relation to the above Development requests
Basic Service Delivery and Infrastructure Development 56.60%
Community and Social Services 28.99%
Local Economic Development 10.33%
Good Governance & Public Participation 3.77%
Financial Viability and Management 0.16%
100.00%
6.2.4 Msunduzi Municipal Turnaround Strategy
In preparation for the budget 2010/11 the MEC for the Department of Cooperative Governance and Traditional
affairs intervened in terms of Section 139 (b) of the MFMA, 2003, and the Provincial Intervention Team was
deployed to investigate mismanagement in the management and operations of the organizations through the
strategic planning and consultations with various stakeholders inside and externally, the PIT developed the
Business Plan and strategies to turnaround the ?nances and operations of the municipality.
The following critical projects were identi?ed to turn around the municipality’s ?nances.
• Water District Meters
• Protective Structures Electricity
• Cleansing of Debtors Data
• Consolidation of Billing
• Credit Control
• Debt Collection
• Demand Management Electricity
• Eskom Negotiations
• Surcharge
• Leverage
• Illegal Entities
6.3. MEC’s comments on the 2010/11 IDP
It is the intention of the IDP team and other IDP committees to ensure that the gaps as identi?ed by the MEC for
the Department of Local Government and Traditional Affairs and Auditor General Comments (Provincial) are
addressed accordingly and interventions are planned properly. The following are the gaps and projects as identi?ed
by the MEC in 2010/2011 review.
29
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Part of the review is to ensure that those gaps are considered, planned interventions then implement plans where
possible by 2010/2011 IDP review.
These are critical comments as they were raised by the MEC for Local Government and Traditional Affairs as
categorized and summarize as following.
Municipal Transformation and Institutional Development
• The Organisational Score-card needs to indicate progress with regards to the previous year’s targets and how
they have in?uenced the setting of the 10/11 targets.
• Your IDP review must be in accordance with the assessment of your performance measurements in terms of
Section 4 of MSA.
• In terms of the Institutional Capacity, I note that it is aligned to Powers and functions and that critical posts
like that of the Municipal Manager are vacant.
• A number of the Human Resource (HR) Policies / Strategies have been developed including the Staff
Retention, Employment Equity and Workplace and workplace skills Plan.
Local Economic Development
• Local Economic Development is institutionalised in terms of management arrangements that are in place to
support LED
Basic Service Delivery and Infrastructural Investment
• Your IDP has prioritised reducing backlogs in water, sanitation and electricity and the provision of Free Basic
Services to the indigent.
Financial Viability and Financial Management
• The implementation of your Recovery Plan needs to occur in order to improve ?nancial viability and
sustainability in your municipality.
Good Governance and Community Participation
• The status of the Communication Plan / Strategy needs to be clari?ed in the 2011 / 2012 IDP
Spatial Development Framework
• Further improvement is required in terms of spatially representing your capital projects, especially in light of
your municipality forming part of the Western Corridor Development.
6.4. Auditor-General’s Findings
It was disappointing that the Msunduzi Municipality received a quali?ed opinion from the Auditor-General for the
Financial Year 2009/2010.
Section 166 of The Municipal Finance Management Act No. 56 of 2003 requires every Municipality to have an active
and participative Audit Committee which must serve as an advisory body on matters relating to (i)internal audits
(ii)controls (iii)risk management (iv)accounting policies (v)review of ?nancial statements and (vi) performance
evaluation amongst others.
Having the Municipality receiving a quali?ed report, some of the issues raised by the AG were mentioned under the
Executive Summary in details and the Municipality is determined to address those issues in order to strive for an
unquali?ed opinion for 2009/2010 and beyond.
The Audit Committee exists and responsible to follow up on AG Findings and to ensure that an Action Audit Plan
is developed to address those gaps as identi?ed by AG. The following indicates those comments raised by the AG
and course of action thereof by the Municipality.
30
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Auditor General’s Comments
Msunduzi Municipality
Auditor General’s Management Letter Issues Summary
Regularity Audit for the year ended 30 June 2010
Line Item Page Description Findings Management Responses
Property, Plant
& Equipment
26 Zero Value and
R1 Assets
In terms of GRAP 17 paragraph 61, the residual value
and the useful life of an asset shall be reviewed at least
at each reporting date and, if expectations differ from
previous estimates, thechange(s) shall be accounted for
as a change in an accounting estimate in accordance
with the Standard of GRAP on Accounting Policies,
Changes in Accounting Estimates and Errors.
Paragraph 10 further de?nes: -
The residual value of an asset is the estimated amount
that an entity would currently obtain from disposal of
the asset, after deducting the estimated costs of disposal,
if the asset were already of the age and in the condition
expected at the end of its useful life.
Useful life is: by an entity
From a review of the ?xed asset register we identi?ed
43,517 items of furniture and equipment with a gross
carrying amount of R34 (2009: R34) being included
in the ?nancial statements at a R1 or zero net carrying
amount whilst still being in use.
Due to the lack of information, it was not feasible to
conduct any alternative procedures to determine the
effect on the valuation of the furniture and equipment
included in the ?nancial statements at R26,249,355
(2009: R26,963,596) and the related depreciation and
fair value adjustments that may have been necessary.
Consequently, I did not obtain suf?cient appropriate
audit evidence to satisfy myself as to the valuation of
furniture and equipment.
As a result of delays in getting approval for
expenditure for the appointed service to commence
with the update of the asset register with the
revaluation of fully depreciated assets in 09/10
?nancial year the exercise had to moved forward to
the10/11 ?nancial year. Approval for expenditure was
granted by the expenditure committee on 15/9/2010.
Updates to the asset register with the revaluation of all
fully depreciated assets have commenced and will be
completed by November 2010.
31
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Investment
Property
27 Valuation &
Completeness
of Investment
Property
As disclosed in note 9 to the ?nancial statements,
included under land and buildings of R395,184,719,
are items that meet the de?nition of investment
properties. In the prior period, the valuation roll was
used as the basis to identify and capture all owned
vacant land as investment property to the value of
R534,167,000. This balance has been carried forward to
the current period. The amount recorded in the prior
period did not include buildings that were rented out
and were not adjusted for retrospectively as required
in terms of GRAP 16 and GRAP 3 respectively.
Management has recently commenced with an exercise
to identify and appropriately value and record these
investments properties; however, this exercise is only
planned for completion in the 2010/2011 ?nancial year.
From the review of the ?xed asset register, the following
investment properties were identi?ed with zero values
assigned to them:
No meaningful comparison could be made between the
properties listed in the name of the municipality from
the valuation roll to the properties listed in the ?xed
asset register, as the properties recorded in the valuation
roll does not assign values separately to land and
separately to buildings but rather to the entire property.
Vacant land, however, is recorded separately on the
valuation roll, which was used by management to record
the investment properties relating to land.
Due to the lack of information, it was not feasible
to conduct any alternative procedures to determine
the effect on the valuation and completeness of
the investment properties as well as accuracy and
completeness of the related depreciation and fair value
adjustments that may have been necessary.
As discussed with the Auditor the process to
identify all investment property was delayed due to
various reasons. However the contract to identify all
investment property in compliance to Grap 16 was
awarded on 14 September 2010 and it is envisaged
that the project will be completed by January 2011.
The asset register will then be updated with this
information as per the Auditors recommendations
ie in terms of the requirements of Grap 16 with the
adjustments being accounted for retrospectively in
terms of the requirements of Grap 3.
29 Overstatement
of value of
Hollingwood
The auditor was taken on 20 October 2010 to physical
verify this land where it was noted that the land shown
to the auditor was not representation of R220 million
worth of land. Upon enquiry with the asset manager, we
were referred to the valuations manager on the valuation
of the land viewed as Hollingwood.
The valuations manager who indicated that it
was not one piece of land but rather consisted of
approximately 50 section making up the total property
and where pieces of properties that were adjacent to
each other and were owned by the same person, the
value was recorded under one line in the valuation
roll with the rest of the pieces recorded at nil value.
Given this new information, a list of Hollingwood
properties with the corresponding ERF number was
then extracted from the valuation roll as listed below:
The total extent was determined to be 212,074 square
meters.
A comparison was then made with other properties
in the same Hollingwood area to determine the value
per square meter for this area where the following was
determined:
Our ?ndings were then discussed with the valuations
manager, where he con?rmed that there had been an
error with the valuation of this Hollingwood property
owned by the municipality and that the more realistic
value of this property is R5,580,000 and that the
valuation roll would be amended accordingly.
As a result, investment property in respect of the
Hollingwood property has been overstated by
R214,420,000 and the accumulated surplus is also
overstated by this amount.
The valuation roll entry for Hollingwood re?ects 29
properties owned by The Msunduzi Municipality. The
master entry is shown as Erf 27 Hollingwood with a
G.V.market value of R220,000,000 and the remaining
28 erven are correctly listed as slaves with no values.
At its effective date 1 July 2009 the valuation roll
re?ected the value of the abovementioned property at
R220,000,000. However when a tolerance check was
undertaken it was discovered that the Hollingwood
property was incorrectly valued and corrective
measures were taken to adjust this value with the
correct value of R5,580,000 in the supplementary
valuation roll (4) which will become effective on 1
April 2010. Subsequently the asset register will also
be adjusted with the correct value in the current
2010/2011 ?nancial year.
32
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
32 Awards to
persons in
service of the
state & service of
the Municipality
In terms of the SCM policy and SCM regulation 44
awards may not be made to a person –
· who is in the service of the state
· if that person is not a natural person, of which
any director, manager, principal shareholder or
stakeholder is a person in the service of the state; or
· who is an advisor or consultant contracted with
the (municipality/municipal entity) . In order to
determine whether a potential provider is in service
of state, SCM regulations 13(c)(i) & (ii) requires that
a written quotation or bid should not be considered
unless the provider who submitted the quotation or
bid has indicated
Whether he or she is in the service of the state, or
has been in the service of the state in the past twelve
months.
· If the provider is not a natural person, whether any
of its directors, managers, principal shareholders or
stakeholders is in the service of the state or was in the
service of the state in the previous twelve months.
To determine whether a potential provider is in service
of the municipality reliance is also placed on the
declarations in terms of the following requirements:
· In terms of Section 7(1) of the Code of conduct for
councillors as promulgated by schedule 1 of the
Municipal Systems Act, when elected or appointed, a
councillor must within 60 days declare their ?nancial
interests in writing to the municipal manager and any
change in the nature or detail of the ?nancial interests
of a councillor must be declared in writing to the
municipal manager annually.
· In terms of section 5(1) of the Code of conduct for
municipal staff members as promulgated by schedule
2 of the Municipal Systems Act, a staff member of a
municipality who, or whose spouse, partner, business
associate or close family member, acquired or stands
to acquire a bene?t from a contract concluded
with the municipality, must disclose in writing full
particulars of the bene?t to the council.
· In terms of SCM regulations 46(2)(e) an of?cial or
other role player involved in SCM must declare to the
accounting of?cer details of any private or business
interest which that person, or any close family
member, or partner or associate, may have in any
proposed procurement, or in any award of a contract.
As part of the audit process on SCM, the application
of computer assisted audit techniques (CAATs) was
used in order to identify persons associated with the
Municipality, who might have a vested interest in
private companies.
Disagree. As discussed with CFO (acting), SCM
cannot respond to query 1.1 Ex.55 – Awards to persons
in service of the state in that this information is
unknown to SCM if not declared up-front. However,
there exists a declaration of interest form in all bid
documents and this is also clearly de?ned in the
Council’s SCM policy. These documents are available
on request.
Please be advised that SCM Reg 46(2)(d) deals with
SCM staff only and not staff outside the SCM unit.
Almost all staff, except two re?ected on the table
above are outside the SCM unit. Moving forward,
in future all new database applications will be sent
to CIPRO for analysis in order to determine if any
con?ict of interest has occurred.
Our audit also revealed 10 suppliers, with payments
to the value of R2,304,193 which were made to
persons or entities whose directors/members/principle
shareholders/stakeholders were in service of the
municipality.
33
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
37 Three quotations
not obtained
In terms of SCM regulations 12(1)(c) a SCM policy must
provide for procurement of goods and services by way
of formal written price quotations for procurements of
a transaction value over R10 000 up to R200 000 (VAT
included).
In terms of SCM regulations 17(1)(a) and (b) quotations
must be obtained in writing from at least three different
providers whose names appear on the list of accredited
prospective providers of the municipality or if not from
the list, from providers that meet the listing criteria in
the SCM policy.
In terms of SCM regulations 17(1)(c) if it is not possible
to obtain at least three quotations, the reasons must be
recorded and approved by the CFO or his designate.
The following goods or services of a transaction value
of R10 000 to R200 000 were procured without inviting
at least three written price quotations from accredited
prospective providers or providers that meet the listing
criteria and the deviation was not approved by the CFO
or his designate:
10 contracts were for the total contract value of
R1,306,976 was selected for testing for which 5 contracts
to the value of R617,306 were found not to have
quotations obtained .This represents a 47% error rate on
the sample selected for auditing.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R449,964.
1.1 SCM (5) Q7 OF 09/10 Supply and Delivery of 12
Box Body Trailers
1.1.1 No suitable accredited service providers
were identi?ed on the supplier data base, the
tender notice was then placed on Municipal
Notice Boards
1 .1.2 Four companies collected tender documents.
1.1.3 Two tenderers responded on the closing date
and time.
1.1.4 The evaluation process re?ected that prices
were within comparable range and both
companies were reputable.
1.1.5 The award was made to the only responsive
tenderer which was also the lowest price
received.
1.1.6 The tender form has been signed as per the
records on the ?le. Not detected by Auditor
General
1.2 SCM (5) Q43 of 09/10 Repair Perkins 152 Engine
1.2.1 due to no suitable providers being identi?ed
on the SCM Data Base the tender notice was
placed on Municipal Notice Boards.
1.2.2 Three companies collected documents.
1.2.3 Only one tender was received at the time of
close of tender.
1.2.4 The price was veri?ed by Business Unit as
being market related.
1.2.5 The award was made in councils best
interest
1.3 SCM (5) Q21 OF 09/10 Architect for the Design of
Mason’s Clinic1.
1.3.1 Due to limited registered Architects on the
SCM Data Base the tender notice was placed
on Municipal Notice Boards
1.3.2 Two tenderers attended the compulsory site
inspection meeting and only one company
submitted a response to the invitation.
1.3.3 The award was made to the only tenderer at
a sum of R42 853 including vat and not R136
800 as re?ected on the report by the Auditor
General.
1.4 SCM (2) 3 OF 09/10 Upgrade of Waterfall Road in
Esigodini, Edendale
1.4.1 This was a competitive Bid over R200 000
and was publically advertised. Although the
cost came in under R200 000 this does not
follow the 7 day quote process.
1.4.2 The Auditor General’s Report is incorrect
as twenty-seven (27) tenders were received
at the time of tender closing. A copy of the
tender opening meeting register can be
found on the contract ?le.
1.5 SCM (4) 18 OF 09/10 Proposed New Additions
and Alterations to Zwartkop (Phase 1)
1.5.1 In addition to suppliers identi?ed on the
Data Base, the notice was placed on the
notice bard to encourage competitive
bidding. The Auditor General’s Report is
incorrect as eight(8) tenders were received
at the time of tender closing. A copy of the
tender opening meeting register can be
found on the contract ?le
34
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
39 Awards without
proof of tax
clearance
In terms of SCM regulations 43(1), an award above R15
000 should not be made to a person whose tax matters
have not been declared by SARS to be in order.
The following bids were awarded to providers who
failed to provide proof from SARS that their tax matter
are in order or the municipality failed to provide proof
of obtaining such clearance of attempting to obtain
it: 10 contracts were for the total contract value of
R1,306,976 was selected for testing for which 2 contracts
to the value of R261,481 were found not to have proof
of tax clearance certi?cates .This represents a 20% error
rate on the sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R192,360.80
SCM (5) Q2 of 09/10 Supply and Delivery of
Computer Desktops and
SCM (4) Q32 of 09/10 Proposed MV Alterations from
Nxele Street, Darvill
Noted. Through veri?cation will be undertaken in
future
40 Final award/
recommendation
to the accounting
of?cer not made
by a properly
constituted
adjudication
committee
In terms of SCM regulation 29(1) & (2), a bid
adjudication committee must. Depending on its
delegations, make a ?nal award or a recommendation to
the accounting of?cer to make the ?nal award; or
• make another recommendation to the accounting
of?cer how to proceed with the relevant procurement.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 3
contracts to the value of R1,588,651 were found not
to have minutes on ?le as evidence that the awards
were made by a properly constituted adjudication
committee .This represents a 6% error rate on the
sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R1,280,939.
Disagree with AG ?ndings in that all contracts listed
above were awarded by the BAC, resolutions of which
are available on request albeit that these resolutions
may not have been placed in the contract ?les but ?led
separately.
42 Invitation of
competitive bids
not advertised in
a newspaper
In terms of SCM regulations 22(1)(b)(i) invitations to
prospective providers to submit bids must be by means
of a public advertisement in newspaper commonly
circulating locally, the website of the municipality or
any other appropriate ways.
During the review of the Tender Files for Contracts
relating to the 2010 ?nancial year there was no evidence
on ?le that the invitation to tender was made by means
of a public advertisement in a newspaper commonly
circulating locally, the website of the municipality/
municipal entity or any other appropriate ways, which
may include advertising in the Government tender
bulletin, for the following contracts.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 2
contracts to the value of R5,288,803 were found to have
been awarded without being advertised. This represents
a 21% error rate on the sample selected for auditing.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R278,869.
SCM (2) / 12 OF 09/10 - Agree, adverts will be placed
on contract ?les in future.
SCM (3) / 31 OF 09/10 – Disagree, there is evidence
that this contract was advertised under Contract No.
SCM (3)/03 of 09/10 and biders under this contract
were not responsive. It was thereafter decided that
bids be called for on a selected/closed tender basis
under contract SCM (3) / 31 OF 09/10
35
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
44 Bids not
recorded in the
register of all
bids received
In terms of SCM regulations 23(a) and 23(c) , bids must
be opened at the same time and as soon as possible after
the time for submission has expired and the accounting
of?cer must record in a register all bids received on
time.
However, during the review of the following tender
?les it was noted that there was no details on ?le for all
bidders that tendered for the following contract, as the
tender ?le did not include a copy of the bid register that
contained details of all prospective bidders.
12 contracts were for the total contract value of
R25,020,632 was selected for testing for which 1
contracts to the value of R8,248,163 was found that the
bids were not recorded in the register .This represents a
33% error rate on the sample selected for auditing.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R2,649,457.
Agree, will endeavor to have all future tender registers
in contract ?les.
45 Emergency
contract
In terms of SCM regulations 36(1), an SCM policy may
allow the accounting of?cer to dispense with the of?cial
procurement processes established by the policy and
to procure any required goods or services through any
convenient process, but only –
(i) in an emergency,
(ii) if such goods or services are produced or available
from single provider only,
(iii) in any other exceptional case where it is impractical
or impossible to follow the of?cial procurement
processThe following deviations from competitive
bidding were approved on the basis of it being an
emergency, even though immediate action was
not necessary and suf?cient time was available for
bidding process.
• Per inspection of the contract ?le, it was
noted that this project was deemed an urgent /
emergency contract to the bridge collapsing
• Due to the above justi?cation , the supply chain
management process was dispensed with – which
required competitive bidding for amounts
greater than R200,000 and instead consultants
from the municipality’s “below R200,000” pre-
approved list were invited to tender for this
project.
• As per further inspection of the ?le it was noted
that only the design phase for the project was
initiated in the 2009/10 year and the construction
work was only planned to commence in the
2010/11 ?nancial year. The award for the design
and construction was awarded to Kwezi V3
on 6 January 2010. Due to the fact that the
construction on the canal was only due to
commence in the following ?nancial year , this
does not justify the emergency or urgency of the
awarding of this contract.
The above constitutes irregular expenditure which has
not been disclosed in the ?nancial statements. As a
result irregular expenditure is understated by R786,895.
1. Contract SM(3)/08 of 09/10 was for the appointment
of a Consultant for the design of a canal from
Chota Motala to Allandale Bridge to protect stream
erosion of properties.
2. The repairs to a ‘collapsing bridge’ does not form
part of this contract.
3. The DMM:IS advertised on 15 January 2009 for
consultants to undertake specialized work and
established a list after normal procurement process.
4. From the list six (6) specialized consultants in line
with this type of work were requested to tender after
selection with the Procurement Unit.
5. Of the six (6) consultants selected three (3) attended
the tender brie?ng.
6. Thereafter the normal procurement processes (BEC,
BAC) were followed leading to ?nal award.
36
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
47 Emergency
contract
In terms of SCM regulations 36(1), an SCM policy may
allow the accounting of?cer to dispense with the of?cial
procurement processes established by the policy and
to procure any required goods or services through any
convenient process, but only –
(i) in an emergency,
(ii) if such goods or services are produced or available
from single provider only,
(iii) in any other exceptional case where it is impractical
or impossible to follow the of?cial procurement
process.
• Per inspection of the supplier ?le, it was noted
that these expenses was deemed an urgent /
emergency contract with the reason noted
thereon that the service provider is reliable and
ef?cient due to problems experienced with other
service providers.
• Due to the above justi?cation, the supply chain
management process was dispensed with – which
required formal quotations to be obtained from
3 service providers for expenses to be incurred
between the amounts of R 30 000 to R 200 000
and instead this service provider was preferred
and selected.
The above constitutes irregular expenditure which
has not been disclosed in the ?nancial statements.
As a result irregular expenditure is understated by
R 461,172.06.
The reason I was given for only using a sole supplier
in terms of Section 36(1)(ii) is that, due to problems
previously experienced by Madam Mayor with the
other suppliers when travelling, it was decided that
all her travel with be handled by the one supplier as it
had always provided an excellent service.
49 Acceptance of
bids not scoring
the highest
points
In terms of section 2(1)(f) of the Preferential
Procurement Policy Framework Act, the contract
must be awarded to the tenderer who scores
the highest points, unless objective criteria in
addition to those contemplated in paragraphs
(d) and (e) justify the award to another tenderer.
Paragraph (c) any other acceptable tenders which are
higher in price must score fewer points, on a pro rata
basis, calculated on their tender prices in relation to
the lowest acceptable tender, in accordance with a
prescribed formula;(d) the speci?c goals may include-
(i) contracting with persons, or categories of persons,
historically disadvantaged by unfair discrimination
on the basis of race, gender or disability;
(ii) implementing the programmes of the
Reconstruction and Development Programme as
published in Government Gazette No. 16085 dated
23 November 1994;(e) any speci?c goal for which
a point may be awarded, must be clearly speci?ed
in the invitation to submit a tender;During audit
of procurement and contract management, it
was noted that the following bid was awarded to
service provider: Kerush’s Transport who, per the
bid evaluation committee minutes of the meeting
held on 2 December 2009, did not score any points
for the second phase of the tender due to a lack of
capacity to execute this project. The justi?cation
per the bid adjudication committee minutes of
meeting held on 14 December 2009, was that this
service provider had scored the lowest tendered
price. The justi?cation for the award is contrary to
the requirements of sections mentioned above.
Disagree. The department recommended that
Kerush’s not be considered for appointment due to
their lack of experience, however the Bid Evaluation
Committee who has a professional Civil Engineer
on their panel, decided against the department and
recommend this bidder due to him having built roads
previously and likewise had the expertise & experience
to carry out a project of this nature. Also, please be
advised that this was a 2 stage bidding process and
Kerush’s passed the ?rst stage and was accordingly
put through the second stage where only points for
price, locality and HDI were taken into account, hence
scoring the highest points.
37
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Irregular
Expenditure
51 Contract
extended
In terms of section 116(3) of the MFMA a contract or
agreement procured through the SCM policy of the
municipality or municipal entity may be amended by
the parties, but only after-
This has been included as part of the irregular
expenditure in the amended Annual Financial
Statements notes, note number 46.
a) the reasons for the proposed amendment have been
tabled in the council of the municipality or, in
the case of a municipal entity, in the council of its
parent municipality; and
b) the local community –
i) has been given reasonable notice of the intention
to amend the contractor or agreement; and
ii) has been invited to submit representations to the
municipality or municipal entity.The following
contract was extended to such an extent that
competitive bidding processes was circumvented.
The original contract was awarded to ML Thompson
for the period June 2008 to May 2009. During the
audit of the FMG Conditional Grant, it was noted that
the contract was extended for the period June 2009 to
December 2009, however, the contract was approved by
the Chief Financial Of?cer and there was no evidence
that the competitive biddings processes were followed in
extending this contract.
53 Splitting of
orders
In terms of section 12(3)(a) of the Municipal Supply
Chain Regulations a supply chain management
policy must state that goods or services may not
be deliberately be split into parts or items of a
lesser value merely to avoid complying with the
requirements of the policy.
However as per inspection of the following 3 contracts
entered into by the municipality it was noted that the
following project has been deliberately split into parts
to avoid the competitive bidding process:
• Through inspection of the above mentioned contract
?les it was noted that all of the above expenses were
incurred on the same project which was for an event
taking place at Entabeni.
• The sum of these three contracts exceeds the R200,000
threshold and thus would have required the award
to be made through the competitive bidding process
in terms of section 12(3)(a) of the Municipal Supply
Chain Regulations.
• Furthermore, it was noted that valid tax clearance
certi?cates were not on ?le for the above 3 contracts
The above contract constitutes irregular expenditure
and results in irregular expenditure being understated
in the ?nancial statements by R 594 432.00.
Partially disagree with bullets 1 & 2 in that the
Council has a responsibility to spread work/
opportunities as far as possible to all suppliers within
the municipal boundaries. This would then lead to
accelerated economic empowerment which is the
back-bone of Government’s broader objective of “ a
contract with the people”. Moreover, the Council’s
approved SCM policy supports this initiative. The
other area that is normally looked at is the issue of
capacity whereas one BEE company may not be able to
handle all of the works on his/her own. Also, a clause
in the Standard Conditions of Tender states that:
“The Council does not bind itself to accept the lowest
or any tender and reserves the right to accept the
whole or any part of a tender”.
In terms of bullet three, agreed. Corrective action
taken is the formulation of a check sheet for all
tenders including the 30k to 200k. This would help
the Contracts Of?cer in kerbing such oversights.
38
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Employee
Related Costs
55 Overtime During the audit of overtime payments, the following
discrepancies were noted:
1) Overtime claim forms were kept in a single ?le
per section of the municipality. There was no
documentation or supporting schedules to con?rm
management monitoring periods of overtime that
were worked. Furthermore, no overtime agreements
were included in the employees personnel ?le.
2) A sample of 50 overtime payments were selected
for testing where the following discrepancies were
noted:
3) No bulk or individual overtime forms or timesheets
to support overtime claims were submitted for the
following employees.
4) For the claim forms that were submitted for audit, we
were unable to reconcile the claims to the overtime
payments made and a reasonableness exercised
was performed to ascertain the number of hours
worked based on the claims paid. The overtime
?gures extracted from the Payday system were used
in conjunction with each employee’s relevant salary
notch to work backwards to obtain an effective
number of hours of overtime that was claimed. This
was then split between employees in the category of
essential services i.e where employee are allowed to
work overtime in excess of 40 hours per month and
employee in the non-essential services . This was
then compared to the 40 hour limit per month as
stipulated in the Basic Conditions of Employment
Act.
For the following claims where the employees work
essential services and are allowed to work overtime
in excess of 40 hrs per month, the number of hours
worked effectively for the day was found to be
unreasonable.
5) Employees that do not form part of the essential
services should work within the 40 hours per month
threshold. This equates to -on average 9.85 hours
per day (8 normal hours plus (40 hrs/(173/8 =
21.625 days per month) = 9.85 hours per day. The
following employees were found to have exceeded the
9.85 hours per day threshold. Of the 50 payments
made for the amount of R1,152,011 selected for
audit, 30 claims were found not to have adequate
documentation to support the over payments
made. This represents an error rate of 60%, on the
sample selected and the projected misstatement of
R30,064,800 on the accuracy and completeness of
overtime expenditure of R50,108,001.
It is incorrect.
There is supporting documents and copies have been
handed to Ms S Dhanilal.
39
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Going Concern 58 Going concern As disclosed in note 55 to the ?nancial statements,
the municipality is currently experiencing signi?cant
?nancial challenges and the following events and
conditions indicate the existence of a material
uncertainty that may cast signi?cant doubt on the
entity’s ability to operate as a going concern:
1. Municipality has been placed under section 139(1)
(b) administration due to ?nancial dif?culties and
allegations of mismanagement.
2. The municipality incurred an operating loss of
R232,981,222 for 2009/10 ?nancial year.
3. Current liabilities of R573,842,924 exceeds the current
assets of R448,389,128 by R125,453,796.
4. As disclosed in note 50 to the ?nancial statements,
the municipality has incurred substantial electricity
losses of R66,483,628 and water losses of R63,066,030.
5. Total debtors outstanding at 30 June 2010 is
R645,381,770 with the total provision of R430,578,131
against the debtors(67% provision against the total
outstanding)
6. Suppliers are not being paid timeously.
7. In the current year the municipality’s operations are
funded by increases in loan ?nance of R226 095 421.
A response to the request for information was sent via
email to the assistant manager Nishana Narainsamy
on the 11 September 2010. However the cash?ow
attachment was too large and did not reach the
intended recipient. It was then re-submitted on the 08
October 2010 and given to Waheeda Saib and Davlin
Reddy. The going concern note in the AFS will be
amended in the re -submission on the 29 October
2010.
Material
Losses
59 Water &
Electricity
Losses
As disclosed in note 50 to the ?nancial statements,
signi?cant water and electricity losses were incurred
during the year:Losses are mainly due to theft,
distribution losses and illegal tampering. During the
latter part of the year, the provincial intervention team
has commenced with operation “Pitbull” to curb and
prevent theft and illegal tampering of electricity and
water meters.
The electricity and water losses in the AFS will be
amended in the re-submission of the AFS.
The ?gures re?ected per the schedule from Electricity
under the audit ?ndings above are however incorrect.
Hence estimated losses: 204,307,601/1,735,836,294 =
11.7 %
Electricity losses: R 568,236,145 * 11.7% =
R66,483,628
Signi?cant
Uncertainties
60 Signi?cant
Uncertainties
As disclosed in note 42 to the ?nancial statements, the
municipality is a defendant in delictual claim against
SAPPI for R25,000,000. The municipality is opposing
the claim as it believes the claim to be invalid. The
outcome of these lawsuits cannot be determined at
present and no provision has been made for any liability
that may result.
1. On 3 April 2008 an aircraft belonging to Sappi was
damaged at the Oribi Airport after it passed over a
cast-iron manhole-cover which fractured causing
the right hand wing-wheel to drop into a cavity;
2. Msunduzi insurers have voided the policy on the
strength of an alleged failure to disclose material
facts;
3. Notice has been given to the SAPPI Insurers that
we dispute their repudiation of the claim;
4. A demand was received for repair costs and loss of
revenue;
5. We have not had any further communication from
Sappi’s attorneys;
6. The claim prescribes in April next year.
Restatement of
Corresponding
Figures
61 Prior period
error
As disclosed in note 44 to the ?nancial statements,
the corresponding ?gures for 30 June 2009 have been
restated as a result of errors discovered during 2010 in
the ?nancial statements of the Msunduzi Municipality
at, and for the year ended, 30 June 2009.
The most signi?cant error related to 335 vehicles which
were incorrectly recorded in the non-capital asset
register. Management undertook an exercise to obtain
fair values for these vehicles identi?ed and the estimated
residual values and useful lives were also assessed. As a
result, property plant and equipment cost was adjusted
by R33,938,342 and accumulated depreciation by
R23,378,721 with the net adjustment to the accumulated
surplus of R10,559,620 in the prior period.
40
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Fruitless
& Wasteful
Expenditure
62 SAP HR
Management
System
A request was sent on 19 October 2010, to provide us
with the following information relating to this project:
1. Feasibility studies performed for this project
2. Minutes of meetings held relating to the project
3. Resolution for authorisation for this project
4. Proposed date for implementation of the system
We were provided with the HRM System Steering
Committee minutes for the meeting held on 03/07/2009
wherein it was indicated that the system was scheduled
to go live by 31/08/2009 and it was noted that everything
was on track for this date. We then inspected minutes
for the meeting held on 14/08/2009 for the HRM
Systems Steering Committee, where no mention was
made on the status of the implementation of this project.
To date, we have still not received any information
relating to the feasibility study for this project.
During the audit of Human Resources Management, we
noted that to date, this SAP HR Management system
has not yet been used by the municipality. This was
also con?rmed with The Financial and Remuneration
Manager when we requested information relating
to the staff establishment. He informed us that the
information on PAYDAY was not updated due to the
anticipation that the SAP HR Management system
which was to be implemented in August 2009.
Expenditure has been incurred on this system which
is yet to be used by the municipality which constitutes
fruitless and wasteful expenditure which has not been
disclosed in the ?nancial statements. As a result fruitless
and wasteful expenditure is understated by R2,270,311.
I am subject to correction, but I believe that no
feasibility study was undertaken which lead to
the conclusion that the Council should purchase
a comprehensive Human Resource Management
System.
However it must be noted that a supply chain
management process was followed.
The Human Resource division realized a need for a
one stop computerized Human Resource system as
many calculations were performed manually and lead
to manipulation of the system and a huge pay out of
accrued leave.
Mr Perumal who was the champion of this project
as well as the Strategic Executive Manager of Sound
Governance and Human Resources at the time was
suspended and so was this project.
It should be noted that if Mr Perumal was still active
in the organisation this system would have also been
up and running, as the SAP system is one of the best
computerized systems in the country and would have
make HR reporting simpler.
The IT unit is currently in the process of reviewing
all systems of the Council, which will de?ne the ICT
strategy to be included in their master systems plan.
Predetermined
Objectives
64 Existence &
functioning of
performance
audit committee
In terms of the Municipal Planning and performance
management regulations, 2001, section 14(3)(a) and
14(4)(a) :14(3)(a) a performance audit committee
must meet at least twice during the ?nancial year of
the municipality concerned.14(4)(a) A performance
audit committee must(i) review the quarterly reports
submitted to in terms of sub regulation (1)(c)(ii)(ii)
review the municipality performance managements
system and make recommendations in this regard
to the council of that municipality, and make
recommendations in this regard to the council of that
municipality, and(iii) at least twice during a ?nancial
year submit an audit report to the municipal council
concernedIn terms of the Municipal Planning and
performance management regulations, 2001.The audit
committee which also functions as the performance
audit committee did not:
(1) review the quarterly reports
(2) review the performance management system and
make recommendations in this regard to the council
of the Msunduzi Municipality
(3) meet at least twice during the ?nancial year
(4) submit an auditor’s report to the Msunduzi council
regarding the performance management system at
least twice during the ?nancial year
Agree- this is not a limitation of the A/Committee but
rather management’s ability to perform their duties.
A/Committee has requested these reports but did not
stop deliberating on performance matters though the
reports were not forthcoming.
65 AOPI Internal
Auditing of
Performance
measurements
45 “the results of performance measurements in terms of
section 41(1)(c) must be audited -
(a) as part of the municipality’s internal auditing
processes
The internal audit processes and procedures did
not include assessments of the functionality of the
Msunduzi municipality performance management
system and whether the system complied with the
requirements of the municipal systems act.
Furthermore the internal auditors did not audit the
performance measurements on a continuous basis and
did not submit quarterly reports on their audits to the
municipal manager and performance audit committee
Performance management reports were not produced
in 2009/10 to be audited.
41
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
66 AOPI-Lack of
Adoption of a
performance
management
system
In terms of section 41 of the Municipal Systems act
which states: “A municipality must in terms of its
performance management systems and in accordance
with any regulations and guidelines that maybe
prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
(b) set measurable performance targets with regard to
each of those development priorities and objectives
(c) with regard to each development priorities
and objectives and against the key performance
indicators and targets set in terms of paragraph (a)
and (b) -
monitor performance; and measure and review
performance at least once per year
(d) take steps to improve performance with regard to
those development priorities and objectives where
performance targets are not met and
(e) establish a process of regular reporting to the
council, other political structures, political of?ce
bearers and staff of the municipality; and the public
and appropriate organ of state (2) the system applied
by the Municipality in compliance with sub-section
(1)(c) must be devised in such a way that it may serve
as an early warning indicator of under performance
However, during the audit of performance
management, it was noted that the municipality
did not implement a framework that describes
and represents how the municipality’s cycle and
processes of performance planning, monitoring,
measurement, review, reporting and improvement
will be conducted, organised and managed,
including determining the roles of the different role
players, as required in terms of sections 36, 38 and
41(2) of the MSA, and regulations 7 and 8 of the
Municipal Planning and Performance Management
Regulations, 2001.
During the audit of Performance information the
following was noted
(a) the Msunduzi Municipality did not have a functional
performance management system in place for the
2009/2010 ?nancial year
(b) reports for the third and fourth quarter were not
presented to council
(c) no evidence was provided that steps were taken
to improve performance with regard to those
development priorities and objectives where
performance targets are not met as indicated in table
below
(d) since there was no performance management system
in place, there was no early warning indicator of
under performance
1. I agree with this ?nding.
2. Steps to be taken:
(i) All quarterly reports on SDBIP will go to
Council (including portfolio committees and
EXCO);
(ii) These quarterly reports will also be presented to
managers to use as a management tool;
(iii) Such quarterly reports are to entail in-depth
analysis in terms of performance achievement
against projected targets. To serve as
management tool that will cater as an early-
warning system;
(iv) Performance Management Policy is to
be reviewed, to include a Performance
Management framework for implementation.
42
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
69 AOPI-
Performance
information -Safe
City
In terms of section 93B (a) of the Municipal Systems
Act : “ a parent municipality which has sole control of
a municipal entity, or effective control in the case of a
municipal entity which is a private company-
(a) must ensure that annual performance objectives and
indicators for the municipal entity are established by
agreement with the municipal entity and included
in the municipal entity’s multi-year business plan
in accordance with section 87(5)(d) of the Municipal
Finance Management Act”. And in terms of section
76(b) : “a municipality may provide a municipal
service in its area through-
(b) an external mechanism by entering into a service
delivery agreement with a municipal entity
During the audit of performance information, it was
noted that annual performance objectives and indicators
for the municipal entity were not established by
an agreement with the municipal entity and included
in the municipal entity’s multi-year business plan
in accordance with section 87(5)(d) of the Municipal
Finance Management Act . Furthermore there is
no service level agreement between the Msunduzi
Municipality (parent entity) and SafeCity (municipal
entity).
1. I am in agreement with this ?nding.
2. Reason for this noncompliance: PMS at the
Municipality is not yet fully functional.
3. Steps that will be taken to rectify the matter:
through the current intervention at the
Municipality, steps have been taken to conclude a
Service Level Agreement with Safe City.
70 Inadequate
content of
integrated
development
plan
In terms of section 41 (a) and (b)of the MSA “A
municipality must in terms of its performance
management systems and in accordance with any
regulations and guidelines that maybe prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
(b) set measurable performance targets with regard to
each of those development priorities and objectives
The integrated development plan of the Msunduzi
municipality as indicated below did not include
the key performance indicators for certain strategic
objectives and did not include performance targets
determined in terms of its performance management
system as required by sections 26(i) and 41(1)(a) of
the MSA and regulation 12 of the Municipal Planning
and Performance Management Regulations, 2001.
The integrated development plan of the Msunduzi
municipality did not include the key performance
indicators and performance targets for all strategic
objectives detailed in the IDP.
Having the IDP as the Strategic document for ?ve
years projecting most of the programs that will be
implemented over 5 years, some of the projects that
are contained in the IDP may be translated clearly
either in the SDBIP or the Organizational Scorecard
linked to high level organizational objectives in the
IDP. It is possible that some projects may not have
Key Performance Indicators but when the SDBIP is
?nalized these projects are likely to indicate the Key
Performance Indicators”.
43
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Predetermined
Objectives
72 Planned &
Reported
performance
targets not
speci?c/
measurable or
time bound
In terms of section 41 (b) “A municipality must in
terms of its performance management systems and in
accordance with any regulations and guidelines that
maybe prescribed-
(b) set measurable performance targets with regard to
each of those development priorities and objectives
It was noted that none of the targets set out in the
annual performance report are speci?c in clearly
identifying the nature of the required level of
performance, or measurable in identifying exactly
what the expected required level of performance is and
there is no indication of the speci?c time period for the
deadline or delivery thereof
1. I do not agree with the ?nding. I believe that the
KPIs above are Speci?c, Measurable and Time
Bound as follows:
(i) Speci?c (KPI in second column);
(ii) Measurable (Quanti?able targets in fourth
column);
(iii) Time Bound (Annual Target in fourth column)
2. I do agree however, that the ?ndings are true of the
IDP goal/ objective in the second row relating to
sanitation with the KPI to reinstate all affected
roads.
3. In terms of (2) above, the Auditor General’s
recommendation in this regard is noted and will be
implemented.
74 Planned &
Reported
indicators/
measures not
well de?ned
In terms of section 41 (a) “A municipality must in
terms of its performance management systems and in
accordance with any regulations and guidelines that
maybe prescribed-
(a) set appropriate key performance indicators as a
yardstick for measuring performance, including
outcomes and impact, with regard to the
municipality’s development priorities and objectives
set out in the integrated development plan;”
However during the review of the planned and
reported indicators/measures, it was noted that none
of the indicators/measures in the annual performance
report were well de?ned in that the planned and
reported indicators/measures were not clear, with
unambiguous de?nition to allow for data to be
collected consistently.
1. I only partially agree with the ?ndings. All
Annual Key Performance Indicators must be
read in conjunction with the Annual Target and
Quarterly Projections. Furthermore, reference
to geographical locations such as ‘Unit J’ will be
known to Managers and locals within the area. Any
quantitative reference will need to be supported by
documented proof during performance evaluation
and auditing.
2. As part of the implementation of the PMS, clear,
concise and well-de?ned KPIs will be developed.
76 IDP not aligned
to the annual
performance
report
According to the Municipal systems act 2000, and the
municipal planning and performance management
regulations, 2001, the integrated development plan must
at least re?ect the municipality’s development priorities
and objectives (Municipal Systems Act sec 25) and
the budget must be based on the above development
priorities and objectives (regulation 6)
Actual performance must be monitored, measured,
reviewed and reported on an annual basis with regards
to each of the development priorities and objectives and
against the KPI’s and targets (MSA sec 41, regulation
13)
During the audit of Performance information it was
noted that the municipality has not reported throughout
on its performance against predetermined objectives/
indicators/targets which is consistent with the approved
integrated development plan, as no clear link can be
made between the Integrated Development Plan to the
annual performance report.
There was a degree of inconsistency in the manner of
presentation of the IDP and SDBIP objectives from
both documents, having said that though, the budgets
allocated remain the same and projects in the SDBIP
must be read in line with the programmes in the IDP
as articulated above through the IDP objectives
78 AOPI-Reported
indicators/targets
not reliable,
valid, accurate
and complete
as no/adequate
supporting
source
information was
provided
In terms of section 41(a) and (b) of the municipal
systems act “A municipality must in terms of its
performance management systems and in accordance
with any regulations and guidelines that maybe
prescribed-
(a) set appropriate key performance, including outcomes
and impact, with regard to the municipality’s
development priorities and objectives set out in the
integraged development plan;
(b) set measurable performance targets with regard to
each of those development priorities and objectives.
For the selected objectives the validity, accuracy and
completeness, of all the reported indicators and targets
could not be established as suf?cient appropriate audit
evidence, and relevant source documentation were
inadequate or could not be provided for audit purposes
as detailed below
1. I am in agreement with the ?nding.
2. Reason for Non-Compliance: PMS has not been
fully implemented within the organization as yet.
3. Action to Remedy: In future, as part of the
implementation of PMS, during performance
evaluations, a Portfolio of Evidence must be
presented. Furthermore, Internal Audit will
conduct performance audits on all reported
performance information from the quarterly
reports on the SDBIP and any evaluation
assessments.
44
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Compliance
with Laws and
Regulations
79 Non-compliance
with Basic
Conditions of
Employment
In terms of section 10 of the Basic Conditions of
Employment Act, 2002 (Act No.11 of 2002)
(1) an employer may not require or permit an employee
to work-,
(b) more than ten hours’ overtime a week
However, during the audit of overtime, the following
was noted:
. employees were paid excessive amounts in overtime,
6736 instances were identi?ed where employee’s
overtime exceeded 30% of the employees basic salary
for the month - Refer attached annexure for the
complete list.
. 2 of these payments exceed 900% of the employee’s
basic monthly salary.
. 1536 instances were found were the overtime was in
excess of 100% of the employees basic salary
RESPONSE RECEIVED BY EACH BUSINESS
UNIT (Pages 81-84)
· Budget overtime for 2009/10 : R33,500,000
Actual overtime expenditure at 30 June 2010:
R50,108,001
Overspent: R16,608,001
Although the Provincial Intervention Team has since
put in measures to contain the overspending and
monitor the overtime, had timely reasonable care been
exercised to monitor the monthly overtime charged, the
costs could have been further contained or reduced to at
least within the budget amount.
· Listed below are the 50 of highest(%) overtime
payments:
Excessive overtime may result in employees not
performing at their optimal due to pressure of having
worked excessive overtime and the municipality has
also incurred cash ?ow problems as a result of excessive
overtime payments made.
Non
Compliance
with MFMA
85 Payments not
made within 30
days of receipt of
invoice
In terms of Section 65 (2)(e) of the MFMA, the
accounting of?cer should take reasonable steps to
ensure that all money owing by the municipality is paid
within 30 days from the date of receiving an invoice
or statement unless prescribed otherwise for certain
categories of expenditure.
As per appendix 1 attached from the Financial
Regulations, suppliers are paid within 30 days of
receiving statement or agreed upon. This is also
a condition of the Municipality and appears on
the attached of?cial order. Payments can only be
processed once the goods received note or sundry
payment voucher is received from the business units
as these documents are the con?rmation that the
services or goods are rendered and received.
Some instances suppliers are invoicing the business
units before the services are rendered and payments
are only processed once goods received notes are
received from the business units.
Due to the Municipality being under administration
as from the 8th March 2010, expenditure must be
submitted to the expenditure committee for approval
by the Provincial Intervention Team.
Suppliers and Business units were informed in writing
of the cut off dates for processing of all payments
but documents are still being received in Creditors
after the cut off date for processing. Acting Executive
managers will be advised to inform the relevant
business units and suppliers to comply with the cut off
dates and to ensure there are no late payments.
45
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non
Compliance
with MFMA
88 Poor recovery of
long outstanding
debtors
In terms of section 64 (2) of the MFMA, the accounting
of?cer must take all reasonable steps to ensure—
(a) that the municipality has effective revenue
collection systems consistent withsection 96 of
the Municipal Systems Act and the municipality’s
credit control and debt collection policy;
During the audit of receivables it was noted that
the municipality has not enforced credit control
procedures and mechanisms in terms of its credit
and debt collection policy and in compliance with
the MFMA and MSA.
The following reasons contributed to our poor
recovery rate:
• Ineffective credit control
• Inef?cient revenue protection disconnection
contractors
• Lack of human resources
• Multitude of accounts not consolidated
• Inef?cient contractors
• Shortcomings of 2009/2010 Credit Control Policy
At 30 June 2010, debtors balances as follows, with 52%
of outstanding debtors owing for more than 365 days on
electricity, refuse, sewerage, water and housing and 65%
of debtors owing on rates for more than 365 days :
Consortia Contract ( Hand-over’s)
Ineffective contract
No service level agreement
Erratic hand-over time frames
Political interference
In terms of section 28 of the Municipal Property Rates
Act ,”If an amount due for rates levied in respect of a
property is unpaid by the owner of the property after
the date determined in terms of section 26(2), the
municipality may recover the amount in whole or in
part from a tenant or occupier of the property, despite
any contractual obligation to the contrary on the tenant
or occupier. The municipality may recover an amount
only after the municipality has served a written notice
on the tenant or occupier “
• Ineffective meter reading
• Inaccurate readings
• Irregular readings
• No service level agreement
• Political interference
Contrary to these, there is no evidence that the
municipality has enforced these measures in recovering
the outstanding rates debts.
In terms of Section 64(3) of the MFMA ” The
accounting of?cer must immediately inform the
National Treasury of any payments due by an organ
of state to the municipality in respect of municipal
tax or for services, if such payments are regularly
in arrears for periods of more than 30 days.”
However, there is no evidence that National Treasury
was informed of the arrear payments due to the
municipality.
• Government Debt
• Political interference in respect of
disconnections
• Lack of resources to control government debt
• Transfer of properties in respect of the new
government dispensation has not been changed
at the deeds of?ce therefore the correct
department cannot be approached for payment
• Information is submitted on a regular basis to
National Treasury via their questionnaires.
• General
• No revenue enhancement strategy
• No control of invoices returned
• No debt write-off
• Valuation roll discrepancies
• Delays in producing a supplementary valuation
roll
• Inadequate staff structure
The Municipal Property Rates Act was only
implemented in the 2009/2010 ?nancial
year which in itself generated numerous
administrative queries in respect of the
new market value therefore making the
implementation of section 28 of the Municipal
Property Rates Act dif?cult.The following
initiatives have been instituted to improve the
debt recovery rate for 2010/2011:
• Revised Credit Control Policy
• More punitive deposit measures
• Stricter application process
• Stricter enforcement of the Credit Control
Policy
• Development of debt and revenue enhancement
plan
• Revised indigent policy
• Revised staff structure
• Implementation of an effective call centre
• Implementation of ?eld invoicing
• Implementation of data cleansing process
• Implementation of new meter reading contract
46
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non
Compliance
with MFMA
91 Non-compliance
with s78 of
the MFMA.
Municipal
of?cials did
not adhere to
their statutory
responsibilities
per s78(1)
Contrary to the requirements of section 78(1)of
the MFMA, the senior managers and of?cials of
the municipality exercising ?nancial management
responsibilities did not take reasonable steps within his/
her areas of responsibility to ensure that:
. the system of ?nancial management and internal
control established for the municipality is carried out
diligently.
. the ?nancial and other resources of the municipality
were utilised effectively, ef?ciently, economically and
transparently.
. all revenue due to the municipality was collected
· the assets of the municipality were managed
effectively and that the assets were safeguarded and
maintained to the extent necessary
This was evidenced by the breakdown in controls
leading to the ?nancial administration being taken over
by the provincial administration team and several senior
managers being suspended.
We take note of the recommendation made by the
Auditor General, however would like to advise that
steps and procedures have been put in place by the
Municipality to adhere to Section 78 of the MFMA.
Annexure
B: Other
Important
Matters
1. Property,
Plant and
Equipment
92 Assets greater
than R10 000 not
capitalised
During the audit of assets we identi?ed the
following assets with a purchase price of
more than R10,000 which has been expensed
in terms of the asset management policy:
Irrespective of the value of the asset, in terms of GRAP
17, the cost of an item of property, plant and equipment
should be recognized as an asset if it is probable that
future economic bene?ts or service potential associated
with the item will ?ow to the entity.
As a result, Property, plant and equipment is
understated and expenditure is overstated by R654,555.
The effect on prior year balances could not be
determined until a complete register of minor assets is
compiled.
The Auditors recommendations are noted. The
reason for the assets with a value greater than R10
000 not being capitalised is due to these assets being
purchased through the operating budget therefore
they were treated as non cap assets. The error with
the vehicles will be corrected in the revised Annual
Financial Statements that will be resubmitted by
the 29 October 2010. The other movable assets will
be corrected after detailed investigations during the
2010/11 ?nancial year due to the time constraints.
47
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Annexure
B: Other
Important
Matters
1. Property,
Plant and
Equipment
94 Incorrect
classi?cation of
disposals and
impairments
In terms of GRAP 17 .82 Disclosure
The ?nancial statements shall disclose, for each class
of property, plant and equipment recognized in the
?nancial statements;
(a) the measurement bases used for determining the
gross carrying amount,
(b) the depreciation methods used,
(c) the useful lives or the depreciation rates used,
(d) the gross carrying amount and
the accumulated depreciation
( aggregated with accumulated impairment losses) at
the beginning and end of the period, and
(e) a reconciliation of the carrying amount at the
beginning and end of the period showing:
(i) additions,
(ii) disposals,
(iii) acquisitions through business combinations,
(iv) increases or decreases resulting from
revaluations under paragraphs .39, .49 and
.50 and from impairment losses recognized
or reversed directly in net assets under the
Standard of GRAP on Impairment of Assets,
(v) impairment losses recognized in surplus or
de?cit in accordance with the Standard of GRAP
on Impairment of Assets,
(vi) impairment losses reversed in surplus or de?cit
in accordance with the Standard of GRAP on
Impairment of Assets,
During the audit of Assets it was noted Land with the
asset number of X3117 to the value of R 17,983,080.66
was incorrectly classi?ed as a disposal, upon inquiry and
inspection it was noted that disposals of R20,567,652
as disclosed on note 7 to the ?nancial statements
and Appendix B includes impairments. Discussions
with the asset manager revealed that the BAUD asset
management system groups both the disposals and
impairments together under the disposals column and
does not allocate the information separately to disposals
and separately to impairments. As a results impairments
have misallocated to disposals in the ?nancial
statements.
The Auditors recommendations has been noted
but the Baud System does not have the functions
needed to differentiate between adjustments
made in value of assets and disposals therefore
when a report is compiled from Baud to populate
the appendix’s the report includes adjustments as
disposals . However going forward and taking the
Auditors recommendations into consideration it
will be requested that the treatment of adjustments,
impairments and disposals be reported individually
and disclosed individually in the AFS and appendix’s
to the ?nancial statements.
Inventory 95 Discrepancies on
inventory count
During the audit of inventory, the following
discrepancies were identi?ed between the physical
inventory on hand and the inventory records:
50 inventory items valued at R3,885,338 were selected
for testing, for which 16 inventory items valued at
R152,732 selected from the inventory records did not
correspond with the physical inventory on hand. This
represents a 4% error rate on the sample selected for
auditing and a projected misstatement of R1,020,034 on
the total inventory of R25,500,851(consumable stores).
50 inventory items were selected for testing, for
which 16 inventory items physically on hand did not
correspond with the inventory records . This represents
a 32% error rate on the sample selected for auditing
and a projected misstatement of R8,160,272 on the total
inventory of R25,500,851(consumable stores).
RESPONSES IN A TABLE (See Mgmnt Report-
Pages 96-98)
Revenue 99 Property Rates In terms of the of the Municipal Property Rates Act,
paragraph 11 states “ Amounts due for rates – (1) a
rate levied by the municipality on property must be an
amount in the Rand – (a) on the market value of the
property;”
These properties will be rated on the next published
roll- SV4
Revenue During the audit of property rates revenue an exception
report was extracted with a comparison between the
METVAL and Promis systems were it was noted that
the following properties were either not loaded onto
Promis system or the values loaded for billings were
incorrect:
48
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Human
Resources
Management
101 Invalid identity
numbers
The Business Requirements Speci?cation PAYE
Reconciliation 2010 document issued by SARS, speci?es
the requirements for the submission of tax certi?cates
and employer reconciliations for PAYE, SDL and UIF,
with effect from the 2010 year of assessment. The policy
for 2010 Reconciliation and Submissions stipulates that
employers will:
1. Submit tax certi?cates and reconciliations according
to the requirements and speci?cations in this
document. Included in this requirement, is that the
employer perform a check on the validity of the all
employees identity numbers.SARS further issued a
memorandum dated 14 October 2009 with respect
to the administration of penalty regulations were all
employers were informed that the administrative
penalty regulations legally came into effect on 1
January 2009 and provide for the imposition of
penalties for a range of non-compliance, including
failure to register as a taxpayer, failure to inform
SARS of a change of address and other personal
particulars, and failure to submit tax returns
and other documents to SARS. According to the
provisions of the Identi?cation Amendment Act,
2000 (Act No. 28 of 2000, which was promulgated
on 13 October 2000) all forms of identity documents
other than the green bar-coded identity document
are invalid. In accordance with the legislation,
the Department of Home Affairs has provided the
formula below to determine if the identity number
of an individual is valid. The control ?gure which is
the 13th digit of all identity numbers is calculated as
follows :
· Add all the digits in the odd positions (excluding
last digit)
· Move the even positions into ?eld and multiply the
number by 2
· Add the digits of the result in step 2
· Add the answer in step 3 to the answer in step 1
· Subtract the second digit from 10. The number
must tally with the last number in the ID Number.
If the result is 2 digits, the last digit is used to
compare against the last number in the ID Number.
If the answer differs, the ID number is invalid.
I agree with ?nding
The ?le that was submitted to SARS was recti?ed,
validated and was accepted and approved by SARS.
The changes were only implemented on the February
copied tax ?le and not in a live payroll. The live
payroll is being gradually recti?ed and updated with
the same changes.
From the extracted list P. Mashoko is a Zimbabwean
and has since left the council, the other seven ?rst
employees are permanent were recti?ed on the
February copied ?le, the rest on the list are all casual
workers who are employed to work 1 or 3 days and
they are no longer in the employ of the Msunduzi
Municipality.
The council has update the collected ID copies,
personal information including the updated
residing addresses, tax reference numbers from all
its employees. This exercise of collecting updated
personal data and verifying all employees was
done end of May 2010. This information is being
gradually updated on the payday system taking into
consideration that the council has more than 3000
employees and this will be completed by end of
November 2010.
104 Duplicate bank
accounts
In terms of section 67 of the Municipal Systems Act,
“A municipality, in accordance with applicable law and
subject to any applicable collective agreement, must
develop and adopt appropriate systems and procedures
to ensure fair, ef?cient, effective and transparent
personnel administration”
I agree with ?nding.
Attached is the documentation submitted by SK
Nkomo and MK Mkhize these two employees were on
contract submitted similar banking details stamped by
the bank and signed by both employees
Attached is the af?davit statement done by Z. Gumede
stating that NA. Gumede is her mother and the reason
why the two used the same account number.
105 Management of
Vacancies
During the audit of Human Resource management,
it was noted the HR Data base on PAYDAY was not
updated for the past few years. This was due to the
anticipation of the new Human Resource Management
System (SAP) that was supposed to be up and running
over by 31 August 2009. As result, we were unable to
establish the number of funded vacant posts that have
not been ?lled, or the number of key management
posts that was vacant for the year under review. Long
outstanding vacant posts could not be ascertained either.
The Post Establishment which will take care of the
status of all the posts in the new structure is being
established. The Employment Policy which clearly
stipulates functions and authority has been developed
and is in the editing process and will thereafter be
forwarded to the relevant Committees for approval.
49
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
106 Bid speci?cation
not complied
by a properly
constituted
committee
In terms of section 27 of the Municipal Supply Chain
Regulations a bid speci?cation committee must compile
speci?cations for each procurement of goods or services
by the municipality or municipal entity.
During the review of the following tender ?les, there
was no evidence on ?le that the speci?cations for
following contracts were compiled / approved by the Bid
Speci?cations Committee :
RESPONSES IN A TABLE (See Mgmnt Report-
Pages 106-107)
108 Bids not
evaluated by
a properly
constituted
committee
In terms of SCM regulations 28(1) & (2) bids must be
evaluated by a bid evaluation committee composed of:-
. Of?cials from the departments requiring the goods or
services
. at least one SCM practitioner of the municipality
entity.
During the review of the tender ?les it was noted
that the composition of the Bid Evaluation or Bid
Adjudication Committee that awarded the ?nal contract
was not included in the tender ?le for the following
tenders awarded:
1. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
2. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
3. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
4. Noted. A separate ?le is created for all BEC and
BAC minutes. A copy of the minutes is attached
and shall in future be ?led on the contract ?le.
109 Bid speci?cations
not approved
In terms of SCM regulation 27(2)(g) bid speci?cations
must be approved by the accounting of?cer prior to
publication of the invitation for bids.
During the review of the tender ?les it was noted that
the speci?cations as compiled by the Bid Speci?cations
Committee for the following bids were not approved
by the Accounting Of?cer prior to the publication of
invitation for bids
In response to the AG report Ref. communication
No.18 of 2010 Item 1.3 Ex. 60 Bid Speci?cation
not approved (Page 5 of 5), it must be noted that
as Chairperson of the Bid Speci?cation Committee
this matter was raised with the previous Head of
Supply Chain Management, Mr Francis Grantham.
Mr Grantham indicated verbally that approval of
speci?cations is delegated to the Chairperson of the
BS Committee.
In complying with the said Clause, all future
speci?cations that are approved by the BSC shall be
endorsed by the Municipal Manager.
110 Invitations to
submit written
quoations not
advertised
In terms of SCM regulations 18(a) it is required that
all requirements in excess of R30 000 (Vat included)
be advertised for at least seven days on the website and
of?cial notice board of the municipality or municipal
entity.
Invitations to submit price quotations for the following
procurement of goods and services with a transaction
value above R30 000 were not advertised for 7 days:
SCM (5) Q2 of 09/10 Supply and Delivery of computer
Desktops
- The tender notice was attached to page 2 of tender
document
SCM (4) 18 of 09/10 Proposed New Additions and
Alterations to Zwartkop (Phase1)
- No veri?cation done as there was no document on
the contract ?le. Document with Auditor General
SCM (5) 21 of 09/10 Architect for the Design of
Mason’s Clinic
- The tender notice was attached to page 2 of the
tender document
SCM (5) Q7 of 09/10 Supply and Delivery of 12 Box
Body Trailers
- The tender notice was attached to page 2 of the
tender document
- SCM (5) Q22 of 09/10 Appointment of a Structural
Consultant for the Design of a Debris Net at Professor
Nyembezi Centre
- The Auditor General’s report is incorrect as there
was a tender notice in the contract ?le.
- A selective tendering process was undertaken.
Tenderers were selected from an approved list of
service providers
- Proof of invitation to tenderers can be found on the
contract ?le
50
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
112 Incomplete
contract register
In terms of section 23 of the Municipal Supply Chain
Management Regulations a supply chain management
policy must determine the procedure for the handling,
opening and recording of bids, and must –
(c)(i) require the accounting of?cer to record in a
register all bids received in time
However, during the review of the municipality’s
procurement processes, a request was made for the
listing of all contracts awarded for the year. The list
provided for audit was incomplete in the followings
respect:
. certain blanks on service provider column
. blank descriptions of certain contracts
. blank rows under the column date of award
. no information completed under the column expiry
date
. blanks/no values for some of the contract numbers
listed
The register also does not provide information on all
service providers that had tendered for the particular
contract, prior to the ?nal award being made (this
information is in the contract ?le). The lack of adequate
register makes it extremely dif?cult to keep proper audit
trail of all the contracts awarded for the period.
Unclear, the Auditor General is required to provide
more speci?cs.
113 Fundamental
controls
procurement
and contract
management
During assessment of procurement processes, contract
management and controls of the municipality which
should ensure a fair, equitable, transparent, competitive
and cost effective supply chain management system
that complies with legislation and that minimizes
the likelihood of fraud and corruption, favoritism
and unfair and irregular practices, de?ciencies in the
following fundamental controls were identi?ed :
• Based on experience throughout the audit – proper
recording keeping and management was not in place
resulting in requested information not being available
or supplied with a signi?cant delay
• There are no controls implemented for SCM of?cials
or other role players to declare any reward, gift,
hospitality or any other bene?t promised , offered or
granted to that person or to any close family member,
partner or associate of the person
• SCM of?cials were not adequately trained , as there
seems to be a lack of understanding of the SCM policy
and regulations and the implementation thereof
• SCM of?cials were not aware of the established
processes whereby of?cials in the SCM unit could
report to the accounting of?cer any alleged irregular
expenditure, fraud, corruption, favoritism , unfair
conduct or breach of the code of ethical standards
• Since Council has been under Administration
various Forensic and or other Auditors have
requested for SCM Contract Files and other
documentation. The delay is responding to the AG is
due to the fact that most contract ?les were taken by
other Auditors and hence, information could not be
readily available.
• All SCM Of?cials have in the past signed a Code of
Conduct and Declaration of Interest which covers
the above ?nding. SCM Of?cials and Bid Committee
Members have recently signed a new Code of
Conduct and Declaration of Interest Form.
• All SCM Of?cials have been through an intense
SAMDI Training Course in Supply Chain
Management and all staff except recently appointed
staff have completed studies in this ?eld. All staff
have also been on several strategic workshops to
discuss the Policy and Procedures in much detail.
• SCM Of?cials are aware of processes regarding the
above and reporting would have been done on all of
the above should information be known.
51
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
115 Internal Control In terms of section 165(2) of the Municipal Finance
Management Act which states: “The internal audit unit
of a municipality or municipal entity must-
(b) advise the accounting of?cer and report to the audit
committee on the implementation of the internal
audit plan and matters relating to-
(i) internal audit;
(ii) internal controls;
(iii) accounting procedures and practices;
(iv) risk and risk management
(v) performance management
(vi) loss control; and
(vii) compliance with this Act, the annual Division
of Revenue Act and any other applicable
legislation; and
(c) perform such other duties as may be assigned to it by
the accounting of?cer
During the assessment of the effectiveness of internal
audit the following weaknesses were noted:
1) By inspection of the audit plan for 2009/10 at 30
June 2010 the following was noted with respect
to the 17 planned projects, of which 60% were
completed:
. 3 projects were rolled over to the 2010/2011 year
due to budget constraints
· The project on the AG follow-up Audit/ Control
Transformation Steering Committee(CTSC)was
still in progress
· The waste management project was still at the
planning phase
· The audit planned for performance information
was still at the ?eldwork stage
· The project on HRM processes was still at the
draft stages
· Projects were indicated under the status as
having been completed but were not ?nalized
as management comments with agreed actions,
responsibility and implementation date was not
received.
· No audit was conducted on performance
management and compliance with the Municipal
?nance management act, the annual Division of
Revenue Act and any other applicable legislation
2) The internal audit assignments were conducted
by various co-sourced auditing ?rms however; no
quality review was performed by internal audit to
ascertain if the correct audit approach and audit
methodology was used as per paragraph 9.3 of the
internal audit charter. There are also no processes in
place to ensure that the co-sourced assignments are
performed in a consistent manner.
3) The effectiveness of internal audit was not evaluated
by the Audit Committee for the year under review
as per the Audit Committee charter Paragraph 6.3
point 6.3.3.
4) Internal audit division has had budget constraints
and is under staffed which impacts on its ability to
be effective to the municipality
5) Management does not view internal audit as an
effective internal control tool as there appears to
be a lack of commitment from management to
address internal audit ?ndings and implement
recommendations. This impacts on the internal
control environment which could result in poor/
weak internal controls or non-functioning thereof,
and misstatements to the ?nancial statements.
1. Disagree – With no budget available from February
2010, due to the council being cash strapped,60%
of completion is very much acceptable limit as
most these projects were completed in the ?rst 7
months on the ?nancial year. The Internal audit
has been effective as we have completed 82% of the
audit In a changing audit environment projects
are and may be rolled over. The inclusion of
management comments is a shortfall on the part of
management as the audit’s have been completed.
This is in no way a re?ection of an incomplete
audit. Performance management reports were not
produced in 2009/10 to be audited. Finally, the act
ONLY requires one to ADVISE the accounting
of?cer on performance management, DORA and
MFMA. It does not say that we have to include this
as part of our plan.
2. Agree- a standard audit methodology was developed
in February 2010 which will be introduced in audit
assignments in 2010/11
3. Agree
4. Disagree- yes the unit is under-staffed, but together
with our co-sourced partners, the completed
reports are insightful, accurate and provide sound
recommendations for the departments being
audited to implement– hence we were effective
5. Whilst the responses to audit reports have not been
forthcoming in a timely manner to say the least –
this ?nding must be answered by management.
52
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
117 Audit Committee In terms of section 166(2)(a) the Municipal Finance
Management Act which states: “an audit committee is
an independent advisory body which must-
(a) advise the municipal council, the political of?ce-
bearers, the accounting of?cer and the management
staff of the municipality, or the board of directors,
the accounting of?cer and the management staff of
the municipal entity, on matters relating to-
(i) internal ?nancial control and internal audits
(ii) risk management
(iii) accounting policies
(iv) the adequacy, reliability and accuracy of
?nancial reporting and information;
(v) Performance management;
(vi) effective governance;
(vii) compliance with this Act, the annual Division
of Revenue Act and any other applicable
legislation;
(viii) performance evaluation; and
(ix) any other issues referred to it by the
municipality or municipal entity
(b) review the annual ?nancial statements to provide
the council of the municipality or, in the case
of a municipal entity, the council of the parent
municipality and the board of directors of the
entity, with an authoritative and credible view of the
?nancial position of the municipality or municipal
entity, its ef?ciency and effectiveness and its overall
level of compliance with this Act, the annual
Division of Revenue Act and any other applicable
legislation;
(c) respond to the council on any issues raised by the
Auditor-General in the audit report;
(d) carry out such investigations into the ?nancial
affairs of the municipality or municipal entity as the
council of the municipality, or the board of directors
of the entity, may request; and
(e) perform such other functions as may be
prescribedBased on the assessment performed the
Audit Committee (AC) the following weaknesses
were identi?ed which indicate that the AC has not
been able to effectively discharge it mandate in terms
of the audit committee charter and the MFMA:
1) AC did not perform its function in respect of
· risk management,
. accounting policies, the adequacy, reliability
and accuracy of ?nancial reporting and
information,
· performance management,
· Effective governance in terms of the King Code
of Corporate Practices and Conduct and the
auditee’s code of ethics and business conduct,
· Compliance with the MFMA, the annual DoRA
and any other applicable legislation
1. Disagree – The audit committee is an oversight
body that applies its knowledge to all audit’s
undertaken by Internal Audit. The internal audit
unit in completing their risk based audit plan has
undertaken a composition of audits in the ?eld’s
of risk management, compliance with policies,
procedure and governance. The KING II/III code
of conduct is not a requirement of the MFMA but
mere good governance. We acknowledge it and
embrace the principles of its intent.
2. Agree- this is not a limitation of the A/Committee
but rather management’s ability to perform their
duties. A/Committee has requested these reports
but did not stop deliberating on performance
matters though the reports were not forthcoming.
3. Disagree- all ?nding of the Audit General are
addresses prior to the Audit being ?nalised-
(minutes available for inspection).The Audit
committee has oversight of all Controls
Transformations Steering Committee (CTSC)
meetings set up to resolve Auditor General ?ndings.
4. Agree- the slow return of management comments,
which are of suf?cient quality, is the main reason
that the A/Committee felt it was not being
adequately appraised of any improvements or
changes at the Municipality.
5. Agree – the A/Committee became fully aware
of the abnormal constraints under which the
Internal Audit Unit worked and was satis?ed
of the work that the Unit produced under the
same circumstances (i.e. regularly updated on the
implementation status of the internal audit plan).
Our concern is the inevitability of continuing ad
in?nitum to utilise outsourced support. There is
little hope that the Municipality will ever produce a
fully functional and adequately resourced Internal
Audit Unit.
6. Disagree – It is not a requirement of the AC or the
AC Charter to have a budget for investigations.
Should the need arise we will request for any
investigations to be conducted
7. Disagree – A/Committee has done its role in
highlighting, requesting and waiting for weaknesses
to be addressed. We as the Audit Committee clearly
and explicitly communicated our concerns. There is
no problem with the channels for communication.
8. Agree – all internal audit reports will be
accompanied by management comments, for
all ?ndings, detailing their responses and were
necessary a plan of action to address the ?ndings
with a committed response date for implementation
and a responsible of?cial who will champion the
change. These inclusions will enhance the audit
committee’s effectiveness.
53
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Non-
compliance
with
Legislation
2) As included in the AC Charter, the AC also ?lls the
role of the Performance Audit Committee, however, it
was noted that management did not submit quarterly
reports on performance information to the AC for
review.
3) In terms of the AC Charter the AC should ensure
that all signi?cant ?ndings of the AG should be given
due considerations. However this was not addressed
by the audit committee during the year under review.
4) Based on the evaluation the AC performed on its role
and responsibilities, members of the AC indicated
on the questionnaire, that management does not
inform the AC of any improvements or changes
at the Municipality. There appears to be a lack of
communication between the AC and management of
the municipality.
5) The AC did not evaluate the internal audit function
as per the audit committee charter, due to projects
not being ?nalised.
6) The AC has the power to investigate matters within
its ambit, however no budget was allocated to the AC
to perform this function should the need arise.
7) Through inspection of the AC minutes it was noted
that although weaknesses in internal controls were
been identi?ed, management did not appropriately
address the weaknesses Which is indicative of poor/
ineffective channels of communication between the
AC and Council.
8) Management has not provided information, support
and commitment to the AC for the AC to be able to
ful?ll its legislated role and responsibility effectively.
An in-effective audit committee could result in a
poor control environment, poor governance and
possible misstatements of the annual ?nancial
statements.
54
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
120 IT Governance IT governance is the responsibility of executive
management. It is an integral part of organisational
governance and consists of the leadership,
organisational structures and processes that ensure
that the organisation’s IT resources would sustain its
strategies and objectives. IT governance allows the
organisation to manage IT risks and derive value from
IT investments and it supports the achievement of
business objectives that are dependent on IT systems.
Key audit ?ndings that were identi?ed:
• A formal IT governance framework has not been
implemented
• Formal software licence contracts had not been
established between the municipality and the service
providers for the Refuse Management System.
Furthermore, formal maintenance and support
contracts had not been established between the
municipality and the service providers for the ProMis
System and the Refuse Management System.
• The municipality did not monitor the service delivery
of the service providers for the Refuse Management
System.
• Functions of the information security of?cer not
allocated to a designated person.
• Policies, standards and procedures either not in place
or incomplete for IT security policy and system
software change control procedures.
• I am in agreement with the ?nding. However,
we have been aware of this weakness since the
last audit. We requested a budget of R1.02m to
remediate all the issues that were raised in the
AG’s report but, unfortunately, due to us being in a
?nancial crisis there is no cash available to support
the budget. Furthermore, there are little or no skills
available in-house to remediate these ?ndings hence
the reliance on outside service providers.
• I agree that the Refuse Management System does
not have an SLA and we will correct that before
December 2010. PROMiS on the other hand, has
always had an SLA. The latest one has expired and
we are in the process of negotiating a new one with
Fujitsu – only this time at a reduced rate at the
request of the Provincial Intervention team. We are
negotiating certain terms and conditions where we
are now asking to pay SLA fees monthly as opposed
to annually upfront thereby relieving pressure on
cash ?ow. This is the reason for the delay.
• The new Municipal structure makes provision
for ICT Security Analyst and Security and Policy
Clerk. Both of whom report to the Business Systems
Manager in the Information management sub-unit.
This structure is in draft form presently and it is
envisaged that the structure will be adopted and
implemented by February 2011.
• I am in agreement with the ?nding and we have
known that this de?ciency exists. Part of the
remediation process was to put this Policy in
place and this request is included in the R1.02m
requested.
• In-house skills non-existent. New structure will
address this skills shortage. Skills will then be on
hand to rectify this problem.
122 Security
Management
Security measures to prevent unauthorised access to the
departmental network and operating systems that grant
access to the application systems were not in place. The
network security con?guration that detects and prevents
unauthorised access to systems was not adequately
designed.
Key audit ?ndings that were identi?ed:
• Operating system standards and procedures not
implemented
• Operating system security parameters not adequately
set to provide optimal security
• The built-in administrator and guest account had still
not been renamed to a more secure name.
• Management had still not implemented a policy
to ensure that the municipality would remain up
to date with the most recently discovered security
vulnerabilities. Furthermore, although some controls
had been implemented to ensure that appropriate
security updates, patches and hot ?xes would be
installed on the Windows server and workstations
systems, it was established that updates, patches and
hot ?xes were not regularly installed as the most
recent deployment of an update occurred on 2 April
2010.
• It was established that the activities of the database
administrators (DBAs) on the ProMIS and METVAL
applications were not regularly monitored or reviewed
by an independent person
• There are two issues that need to be considered
here. An Active Directory tool that is able to
monitor these policies and to highlight gaps
needs to be procured. The remediation budget
takes cognizance of this Tool. We do not have
the in-house skills to professionally manage this
portfolio and have included the post of an Active
Directory Administrator in the new organization
structure. It is unlikely that this position can be
?lled adequately from within and we will have to
go to the external market to ?nd these skills. If
Windows administration skills are lacking in this
Municipality then we are in an even worse position
as far as Unix skills is concerned. But, again, we
are acutely aware of this threat and have made
provision for a “SERVER ADMINISTRATOR –
SQL & UNIX” within the new organogram. Once
it is approved and we have the budget to source this
resource we will move swiftly ahead.
• We do not have in-house skills to correct this.
However, the new Organogram has a position for
“DATABASE ADMINISTRATOR” which once
approved and accepted, will be ?lled.
55
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
124 User Access
Control
User access control is the systematic process of
managing the access of users to the application. The
process includes the creation, review, disabling and
removal of user accounts.Key audit ?ndings that were
commonly identi?ed:
• Lack of user account management procedures for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Formal access request documentation was not
completed for password resets on Windows.ormal
access request documentation was not completed
for registering users, changing users’ access rights,
resetting passwords and terminating access rights to
PayDay, Unix, METVAL and RMS.
• Formal access request documentation was not
completed for changing access rights, resetting
passwords and terminating access rights to ProMIS
and Unix.
• Some users, of whom one had administration
privileges, were not required by the Windows
operating system to use passwords when logging on.
• Complete details (full names) were not available for
some Windows, Unix, PayDay and ProMis user IDs.
• Excessive access rights assigned to a high number of
users on Windows.
• Activities of the system administrators/root and
controllers were not monitored for Windows, Unix,
PayDay, ProMis, METVAL and RMS.
• Users’ access not reviewed to ensure that it remained
commensurate with their job responsibilities for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Violation logs and activity logs were still not
generated for review by management for Windows,
Unix, PayDay, ProMis, METVAL and RMS.
• Segregation of duties was not maintained between
the critical UNIX system administration functions
and the application security administration of the
ProMIS Income and ProMIS Expenditure systems
as the system controller for the ProMIS Income and
Expenditure systems could also perform UNIX system
administrator functions.
• These duties would form part of the tasks of the
Active Directory Administrator. This post is
contained in the new organogram. Once approved,
this post would be ?lled and remediation carried
out.
• All users will be noti?ed of this change by
December 2010.
• We have been aware of this weakness since the
last audit. We requested a budget of R1.02m to
remediate all the issues that were raised in the
AG’s report but, unfortunately, due to us being in a
?nancial crisis there is no cash available to support
the budget. Furthermore, there are little or no skills
available in-house to remediate these ?ndings hence
the reliance on outside service providers.
• We are currently updating user pro?les on Active
Directory. We have managed to secure temporary
resources to assist us with this exercise.
• Standard document to cater for Unix, Windows and
Applications will be designed and implemented by
February 2011.
• Will get Payday and ProMIS administrators to
correct these by February 2011.
• We do not have the in-house skills to professionally
manage this portfolio and have included the post
of an Unix Administrator in the new organization
structure. It is unlikely that this position can be
?lled adequately from within and we will have to go
to the external market to ?nd these skills.
• The new Municipal structure makes provision
for ICT Security Analyst and Security and Policy
Clerk. Both of whom report to the Business Systems
Manager in the Information management sub-unit.
This structure is in draft form presently and it is
envisaged that the structure will be adopted and
implemented by February 2011.
• It is agreed that this segregation needs to be
addressed. We have a post in the new structure that
will enable us to divorce these potentially risky
duties.
• With our Metval Admin person having resigned,
we are now using the services of an external service
provider for the administration of the system. With
an adequate and staffed structure in place, we will be
in a position to ful?l this ?nding.
• We do not have a technical person looking after the
Refuse management System and the responsibility
currently rests with the clerical staff. With an
adequate and staffed structure in place, we will be in
a position to remediate this ?nding.
56
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
127 Program Change
Management
Change management controls to ensure that only
authorised and valid changes would be effected to
data, tables and programs that generate the ?nancial
statements were inadequate.
Key audit ?ndings that were identi?ed:
• Change control standards and procedures were
not in place for PayDay, ProMIS Income, ProMIS
Expenditure, METVAL and RMS
• Formal change control documentation had not been
compiled for the PayDay and RMS data and system
changes.
• Service providers had access to the METVAL,
RMS, ProMIS Income and ProMIS Expenditure to
provide support and upload changes. However, the
municipality still did not monitor the activities of the
staff of the service provider.
• Historically, the Finance Unit were custodians of
this system and were responsible for all aspects
outside of hosting. ICT will from here on in provide
guidance on these issues. With an adequate and
staffed structure in place, we will be in a position to
remediate this ?nding.
128 IT Service
Continuity
IT service continuity is the process of managing the
availability of hardware, system software, application
software and data to enable an organisation to recover/
re-establish information systems services in the event
of a disaster. The process includes business continuity
planning, disaster recovery plans and backups.
Key audit ?ndings that were identi?ed:
• Lack of formally documented and approved business
continuity and disaster recovery plans
• Lack of backup standards and procedures for
Windows, Unix, PayDay, ProMis, METVAL and
RMS.
• Formal off-site backup arrangements for the
Windows, Unix, PayDay, ProMis METVAL
environments had still not been documented and
approved by management. Consequently, backups
were not taken to the off-site backup location on a
daily basis.
• DLT backup registers/checklists were not
maintained by operators, checked by the supervisor
or stored for a certain period for the UNIX
operating system and ProMIS application systems.
• Backup registers/checklists were not always
maintained by operators, checked by the supervisor
or stored for a certain period for the METVAL
application environment.
• Backup registers/checklists for the RMS were
not maintained by the backup operator, checked
by the supervisor, or stored for a certain period.
Furthermore, it was found that daily backups were not
always performed.
• Formal off-site backup arrangements for the RMS
environment had still not been documented and
approved by management. Consequently, backups
were not always copied to the off-site backup location
on a daily basis.
• This project will have to evolve over a 5 to 7 year
period because of the enormity of the task as well
as the cost of replicating our current Data Centre
coupled with the unavailability of funds at this
stage.
• Backup policy for Windows exists. We are in the
process of re-examining all backup issues which
will culminate in a formal Backup Strategy and
Policy Document. Expected date of completion is
December 2010.
• We are currently negotiating with METROFILE
for them to collect and deposit all back media in
this organization. It is expected that we have this in
place by January 2011. In the mean time ALL Data
Centre BACKUPS are housed offsite in Stores.
• We are in the process of re-examining all backup
issues which will culminate in a formal Backup
Strategy and Policy Document. Expected date of
completion is December 2010.
57
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Information
Technology
Systems
130 Facilities and
Environmental
Control
Physical, environmental and data centre controls
implemented to ensure the security, integrity,
performance and accessibility of the systems and
information.
Key audit ?ndings that were identi?ed:
• Physical access to the computer room was not always
adequately controlled.
• Environmental controls such as [old computer
equipment, boxes and documentation stored in
the computer room posed a ?re hazard, although
maintenance was performed, standardised checklists
were not completed for the maintenance and regular
testing of the uninterruptible power supply (UPS)
system, batteries, generators, power (low and high
tension) and ?re detection/prevention system,
network cabling in and around the network wiring
closets and servers was not neatly arranged.] not in
place and maintained in the computer room.
• Although physical access to the sensitive areas at the
municipality, such as the computer room and ICT
department, was logged, audit trails and logs could
still not be printed for access point devices and formal
procedures were still not in place to indicate when the
access logs should be retrieved, reviewed and signed
off.
• Formal access request documentation was not
completed for registering users, changing users’
access rights and terminating access rights on the
physical access control system to ensure the effective
administration of card users.
• Formal procedures had not been established to ensure
that the access of users on the physical access control
system would periodically be reviewed to con?rm that
their current access was commensurate with their job
responsibilities and approved levels of access.
• No physical access controls had been established for
the of?ce at the land?ll site where the Windows XP
PC was hosted.
• Environmental controls such as [No functional ?re
detection, protection and suppression systems or ?re
extinguishers were in place, a UPS system was not in
place to support the RMS application in an event of a
power failure, the land?ll site of?ce was not equipped
with ?reproof ceilings, old computer equipment,
boxes and documentation stored in the land?ll site
of?ce posed a ?re hazard] not in place and maintained
in the land?ll site computer room.
• New Time and Attendance system will include
this within the scope of the project. This was also
included in our request R1.02m which was not
approved for 2010.
• Measures will be put in place to progressively
comply with the AG’s request.
• System is manual. New T&A system will automate
this process.
• System will be moved to the Data Centre as from
February 2011. This will negate the need for
additional security controls.
58
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Line Item Page Description Findings Management Responses
Administrative
Matters
1. Water losses
132 Water
Distribution
Losses
As disclosed under note 50 to the ?nancial statements,
water losses of 19,233,312 kilolitres(Kl) has been
stated as the real losses. Deducted from these losses is
1,393,193Kl stated as “apparent losses” –which refers to
the losses that are inherent and expected/assumed from
the distribution of water. However from discussions
with staff within the water section and as demonstrated
on note 50 to the ?nancial statements, this allocation
has not been updated from the prior years. As a result,
the amount disclosed as real losses is possibly over
or understated. In the absence of accurate workings/
recordings of the “apparent losses”, I am unable to
quantify the misstatement on the real water losses
disclosed on the ?nancial statements.
For Financial year 2009/2010 Real Water Distribution
Losses did equate to 19233312 kl (32.88%) of total
purchases. Included in this Real loss value was
an “apparent” loss component (Unauthorized
Consumption) of 1393193 kl (2.38%) of total
purchases. This apparent loss component constitutes
the following variables:
1) Theft
2) Metering inaccuracies
3) Illegal use
For the purpose of quantifying this component please
take note of the following.
In year 2001/2002 a consulting engineering ?rm
was appointed to investigate and reasonably
quantify “apparent” losses. Their ?ndings were that
approximately 2786386kl was attributed to “apparent”
losses. This equated to about 4.5 % of total purchases
in subsequent years water analyses. From this last
investigation to date there has been no continuity in
the investigation of theft, metering inaccuracies and
illegal use due to the lack of ?nancial and personal
resources.
A water loss data re-evaluation undertaken in
2004/2005 indicated that representation in “Real
Losses” should re?ect a 50% reduction so as not
to over-estimate this component until reasonably
accurate data could be obtained. This reduction
was based on NO relative data acquisition and
investigation. This same “apparent” water loss value
is indicated in subsequent water loss submissions and
presentations.
It is evident from the above that there is no conclusive
indication as to whether the “apparent” water loss
value is either overstated or understated.
59
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION B: SITUATIONAL ANALYSIS
1. INTRODUCTION:
Msunduzi municipality is located along the N3 at a junction of an industrial corridor from Durban to Pietermaritzburg and an
agro-industrial corridor stretching from Pietermaritzburg to Escourt. At a regional scale, it is located at the cross section of the N3
corridor and Greytown Road corridor to the north, a tourist route to the Drankensburg and Kokstad Road to the south. It has the
second largest urban centre within the province of KwaZulu-Natal and the main economic hub within Umgungundlovu District
municipality. Its location has a strong in?uence on regional channels of investment, movement and structuring of the provincial
spatial framework for growth and development.
After the December 2000 election ?ve previously independent entities were amalgamated to form the Msunduzi Municipality:
• Pietermaritzburg - Msunduzi TLC;
• Ashburton TLC;
• Vulindlela (rural);
• Claridge and
• Bishopstowe.
The implications and challenges arising out of that amalgamation process are summarized below:
PERIOD NAME AREA POPULATION
Up to 1994 Pietermaritzburg 150 sq km 176 590
1995 to 2000 Pietermaritzburg-Msunduzi TLC 251 sq km 373 910
Since 2000 The Msunduzi Municipality 649 sq km 523 470
2. THE POPULATION OF MSUNDUZI
The total population of the Msunduzi Municipality, according to the Census of 2007, was made up as Follows: The population of
Msunduzi has grown at a steady rate of 1.2% per annum:
Population 1996 Population 2001 Percentage Growth: Population 2007
523470 553224 6% 616730
MALE % FEMALE %
0 - 5 yrs 12 10
6 - 12 yrs 15 13
13 - 18 yrs 14 12
19 - 25 yrs 15 14
26 - 35 yrs 17 17
36 - 45 yrs 12 13
46 - 55 yrs 8 9
56 - 65 yrs 4 6
66 - 75 yrs 2 4
76 - 85 yrs 1 2
86+ 0 0
60
Msunduzi Municipality Integrated Development Plan 2011 – 2016
In terms of age and gender, the population is divided as follows:
COMMUNITY SURVEY 2007: BY TOILET
FACILITIES AND MUNICIPALITY
Flush toilet (connected to sewerage system) 82062
Flush toilet (with septic tank) 5875
Dry toilet facility 13613
Pit toilet with ventilation (VIP) 6307
Pit toilet without ventilation 22458
Chemical toilet 2300
Bucket toilet system 414
None 1362
NB: As far as the city is concerned we have completely eradicated the bucket system.
3. HOUSEHOLDS AND HOUSEHOLD SERVICES
TOTAL NUMBER OF HOUSEHOLDS
Census 2007 134390
One of the biggest challenges in terms of access to basic services is the extension of free basic services to farming areas.
COMMUNITY SURVEY 2007: BY ACCESS TO
WATER AND MUNICIPALITY
Piped water inside the dwelling 79813
Piped water inside the yard 33601
Piped water from access point outside the yard 14688
Borehole 1100
Spring 1126
Dam/pool 265
River/stream 1555
Water vendor 733
Rain water tank 202
Other 1308
Water is provided by both Umgeni Water and the Municipality. There is a current backlog of 14 063 individual water connections
in the Vulindlela and Edendale ares. The city also has a signi?cant number of unaccounted water losses which amount to
approximately 36% per annum.
In terms of sanitation, the largest backlog rests within the Vulindledla area which currently has a backlog of 30 000 VIP units.
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR COOKING AND MUNICIPALITY
Electricity 117051
Gas 2088
Paraf?n 10209
Wood 4592
Coal 250
Animal dung 69
Solar 59
Other 71
61
Msunduzi Municipality Integrated Development Plan 2011 – 2016
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR HEATING AND MUNICIPALITY
Electricity 113553
Gas 1233
Paraf?n 7704
Wood 9454
Coal 253
Animal dung 131
Solar 59
Other 2002
COMMUNITY SURVEY 2007: BY ENERGY/
FUEL FOR LIGHTING AND MUNICIPALITY
Electricity 122567
Gas 174
Paraf?n 1340
Candles 9366
Solar 128
Other 816
Electricity is provided by Eskom and the Municipality. According to the Census of 2001, a total of 14.4% households did not have
electricity. In terms of electricity there is a signi?cant backlog in the provision of street lights which currently is estimated at an
amount of R5 million per annum. Electricity losses are currently approximately 8%.
There is an average 2% household growth per annum. In order to address housing backlogs, an estimated 2500 houses need to be
constructed per annum. As the demand for rental housing increases, the municipality needs to facilitate the construction of at
least 500 middle-income houses per annum.
4. SOCIAL DEVELOPMENT:
4.1. EDUCATION AND TRAINING:
The Pietermaritzburg area of the City is a centre of educational excellence, in both provincial and national contexts.
Pietermaritzburg is a seat of the University of KwaZulu Natal and is home to several other institutions of higher
learning (technicons; technical colleges; FETs; etc.). In addition, Pietermaritzburg is home to a host of both private
and government owned institutions of primary and secondary education. Even within the rural and per-urban areas,
schools within the Msunduzi municipal area are situated within the national standard of a primary school within
2km and a secondary school within 5km. A continuous challenge is the standard of school buildings and access to
schools in various areas within Edendale and Vulindlela.
4.2. LIBRARIES:
Information is a strategic resource for economic, social and personal development. The public library service of
the municipality is a critical interface between people and information resources. Although public libraries serve a
range of educational, cultural and recreational functions, at this stage of South Africa’s development, their most vital
role is arguably the empowering of individuals and communities, and supporting life-long education. The major
role of public libraries at present is therefore seen as information provision. There are currently 9 libraries within
the urban core of the city. The central library has recently undergone renovations to include a children’s wing.
Currently, there are libraries within the rural areas. These areas therefore depend on school libraries, which in most
cases are signi?cantly small or non-existent.
62
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.3 HEALTH AND WELFARE SERVICES:
63
Msunduzi Municipality Integrated Development Plan 2011 – 2016
64
Msunduzi Municipality Integrated Development Plan 2011 – 2016
65
Msunduzi Municipality Integrated Development Plan 2011 – 2016
66
Msunduzi Municipality Integrated Development Plan 2011 – 2016
67
Msunduzi Municipality Integrated Development Plan 2011 – 2016
68
Msunduzi Municipality Integrated Development Plan 2011 – 2016
69
Msunduzi Municipality Integrated Development Plan 2011 – 2016
70
Msunduzi Municipality Integrated Development Plan 2011 – 2016
71
Msunduzi Municipality Integrated Development Plan 2011 – 2016
72
Msunduzi Municipality Integrated Development Plan 2011 – 2016
73
Msunduzi Municipality Integrated Development Plan 2011 – 2016
74
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.4. POWERS AND FUNCTIONS FOR THE MSUNDUZI
In relation to powers and functions, the Municipalities have implementing mandate of National and Provincial
policies regarding socio-economic development and polical life of the Municipality as enshrine in the Constitution.
In the context of Local Government functions, the District Municipalities then have co-ordination role and provision
of bulk service infrastructure. The template below was done to clarify the Msunduzi functional role of implementing
agencies and responsible of?cials.
FUNCTION/
POWER
RESPONSIBLE
OFFICIALS
BASED ON THE
APPROVED
ORGANOGRAM
WHO HAS
AUTHORITY
TO PERFORM
FUNCTION/
POWER
PERFORMED BY
MUNICIPALITY/
EXTERNAL
SERVICE
PROVIDER?
NAME OF
EXTERNAL
SERVICE
PROVIDER,
SPECIFY
NUMBER OF
STAFF TO
PERFORM
FUNCTION
NUMBER
OF STAFF
VACANCIES
FOR
FUNCTION
OPERATING
BUDGET
2008/2009
CAPITAL
BUDGET
2008/2009
Air Pollution DMM: CS & SE Local Municipality N/A 3 8 10 329 313 35 074 284
Building
Regulations
DMM: CS & SE Local Municipality N/A 16 7
Child Care Facilities DMM: CS & SE Local Municipality N/A 3 4
Electricity
Reticulation
DMM: ISF Local Both Eskom 252 56 324 286 118
66 877 164
6 000 000
Fire Fighting DMM: CS & SE Local Municipality N/A 80 30 285 738
Municipal Airports DMM: ED & G Local External Service
Provider
Turn Around
Management
4 0 6 941 301 2 750 000
Local Tourism DMM: ED & G Local External Service
Provider
Pietermaritzburg
Tourism
1 0
Municipal Planning DMM: CSP Local Municipality N/A 7 9 25 1499 1 050 000
Municipal Health
Services
DMM: ISF District Municipality N/A 11 32 4 233 555
Municipal Public
Transport
DMM: ISF Local Currently not being
performed at all
N/A N/A N/A 1 340 153 1 700 000
Pontoons and
Ferries
DMM: ISF Local No necessity to
perform
N/A N/A N/A
Storm Water DMM: ISF Local Municipality N/A 57 19 66 877 164 54 526 815
Trading Regulations DMM: ED & G Local Municipality N/A 11 (as and
when needed)
2
Water (potable) DMM: ISF Local Both Umgeni Water 173 83 198 395 629 13 428 577
Sanitation DMM: ISF Local Municipality N/A 82 40 66 877 164 54 221 252
Beaches &
Amusement
Facilities
DMM: CS & SE Local No necessity to
perform
N/A N/A N/A
Billboards & the
Display of
Advertisements in
Public Places
DMM: SG & HR Local Municipality N/A 2 2
Cemeteries, funeral
Parlours &
Crematoria
DMM: CS & SE Local Municipality N/A 24 10 1 543 591 2 545 000
Cleansing DMM: CS & SE Local Municipality N/A 212 17 12 555 827
Control of Public
Nuisances
DMM: CS & SE Local Municipality N/A 1 (as and when
needed)
0 11 638 661
Pounding Municipality Local Municipality 812 628
Control of
Undertakings that
Sell Liquor to the
Public
DMM: CSP Local External Service
Provider
SAPS Liquor Board N/A N/A
Facilities for the
Accommodation,
Care & Burial of
Animals
DMM: CS & SE Local Both SPCA 1 (as and when
needed)
0
Licensing of Dogs DMM: CS & SE Local Municipality N/A 11 (as and when
needed)
2 192 882
Licensing & Control
of Undertakings
that Sell Food to the
Public
DMM: CSP Local Municipality N/A 1 8
Local Amenities DMM: CS & SE Local Municipality N/A 23 10
Local Sport
Facvilities
DMM: CS & SE Local Municipality N/A 69 3 8 229 435 3 347 821
Markets DMM: ED & G Local Municipality N/A 50 5 4 556 504 600 000
75
Msunduzi Municipality Integrated Development Plan 2011 – 2016
FUNCTION/
POWER
RESPONSIBLE
OFFICIALS
BASED ON THE
APPROVED
ORGANOGRAM
WHO HAS
AUTHORITY
TO PERFORM
FUNCTION/
POWER
PERFORMED BY
MUNICIPALITY/
EXTERNAL
SERVICE
PROVIDER?
NAME OF
EXTERNAL
SERVICE
PROVIDER,
SPECIFY
NUMBER OF
STAFF TO
PERFORM
FUNCTION
NUMBER
OF STAFF
VACANCIES
FOR
FUNCTION
OPERATING
BUDGET
2008/2009
CAPITAL
BUDGET
2008/2009
Municipal Parks &
Recreation
DMM: CS & SE Local Municipality N/A 293 45 5 388 061 5 000 000
Municipal Roads DMM: ISF Local Municipality N/A 98 32 1 688 119 132 891 834
Noise Pollution DMM: CS & SE District Municipality N/A 8 (as and when
needed)
3
Public Places DMM: CS & SE Local Municipality N/A 21 11 7 420 847
Refuse Removal,
Refuse Dumps &
Solid Waste Disposal
DMM: CS & SE Local Municipality 125 17 20 397 058 37 843 977
Street Trading DMM: CSP Local Municipality N/A 1 7
Street Lighting DMM: ISF Local BOth Eskom 17 8 5 433 312 1 000 000
Traf?c & Parking DMM: CS & SE Local Municipality 90 40 5 899 762
76
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION C: DEVELOPMENT STRATEGIES
1. INTRODUCTION
This is the most critical area in the IDP which requires clear and concrete evidence to ensure that the community’s needs as
re?ected here in the form of challenges that are facing the City are addressed properly through our strategies, programmes and
projects. As part of the IDP review process, we embarked on a series of consultation with various stakeholders to review and
package the City’s strategies, the City vision, mission statement, goals and guiding principles.
All the submissions by various stakeholders were circulated to relevant Strategic Business Units (SBUs) to guide Strategic Business
Units’ strategies and submission of programmes to the IDP of?ce. Thereafter, the IDP team analysed all the programmes and
projects submitted against the list of challenges facing the City. Then, we advised the SBUs to adjust their submissions to match
with the City’ challenges. We attempted to align the City goals with the 2014 targets by National Government, the National Key
Performance Areas and the City Strategic Focus Areas and Balance Scorecard.
The City’s Guiding Principles were interrogated against the challenges facing the City and the prioritization as re?ected through
the pie graph indicates the percentages and priorities in terms of the allocation of budgets and the requirement of alternative
funding. The analysis on challenges indicated the magnitude of challenges facing the City as unsensitized.
It is our believe that the IDP review has open up possibilities to develop City Development Strategy, a lead to Key Performance
Indicators (KPI) and aligning the Budget and the IDP.
2. THE CITY DEVELOPMENT STRATEGY
The South African Cities Network has de?ned the City Development Strategy as “an action plan for equitable growth, developed
and sustained through participation, to improve the quality of life of all citizens”. According to the UN Habitat, the most important
product of a city-wide strategy that turns the city into an engine of equitable economic development and has a direct impact on
poverty reduction, local economic growth and improved governance.
Municipality has acknowledged that the IDP as it stands required to be prioritized whereby the integrated sector plans, speci?c
priorities and indicators would be set and guided by a long term strategic plan. Part of the IDP review for 2010/11 used izimbizo
feedback and the City Development Strategy (CDS) processes as components to review the IDP.
It was also acknowledged that the MEC’s reports for 2002/03 in particular and those of 2003/04, 2004/5, 2005/6, 2006/07, 2007/08,
2008/09 and 2009/10 made reference to more or less similar kind of gaps that the City needed to address. Part of long term planning
which is in line with the re?nement of the Spatial Development Framework is to begin to re-imagining Pietermaritzburg beyond
2025. This mode of thinking and mindset based on long term planning that will assist the decision makers and their constituencies
to realize that development and planning is inseparable and development and growth can not be realized overnight. As long as the
City tries to ?nd its strategic trust and direction under the backdrop of endless challenges facing the City, limited staff capacity
and limited resources. The CDS came as a catalyst to reinforce the revisioning of the future as captured under our Strategy
Roadmap. Once the CDS is completed, our Strategic Direction would be replaced by the CDS and the IDP would be a re?ection
of integration of various sector plans de?ned in terms of clear priorities, clear indicators and targets, projected over ?ve years.
3. THE CITY OF CHOICE
Part of re-imagining the Strategy Roadmap of the City under the CDS process, the Vision was adjusted as following:
THE CITY OF CHOICE
77
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.1 The Vision Statement
A safe, vibrant City in which to live, learn, raise a family, work, play and do business
3.2. MISSION STATEMENT
To stabilize the affairs of the municipality, and ensure that the municipality functions effectively, and in a
sustainable manner in delivering services to the community.
Organizational Goals
• A healthy citizenry with access to affordable, quality health care.
• A safe city with low crime levels and quality living areas.
• An ef?ciently managed, ?nancially viable and sustainable, city
• A well governed city underpinned by meaningful public participation
• A vibrant economic centre, attracting investment, supporting business development and creating jobs
• A city where all have access to habitable human settlements – decent houses, clean water and proper sanitation
• An environmentally sustainable and healthy city
• A well planned, spatially integrated city
4. STRATEGIC OBJECTIVES
4.1. FINANCIAL VIABILITY AND MANAGEMENT
Plan 1: Financial viability and sustainability
Strategic Objective:
1. To promote sound ?nancial management and reporting, effective budgeting and revenue enhancement
4.2. LOCAL ECONOMIC DEVELOPMENT
Plan 6: Economic Development and Job creation
Organizational Objectives:
2. To stimulate economic growth through job creation, promotion of BBBEE, development of SMME’s, co-
operatives and agri-industry
3. To promote sustainable tourism.
4. To promote and stimulate business investment, retention and expansion
4.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Plan 2: Quality living environments
Strategic Objective:
5. To improve access to affordable housing and facilities that promote quality living areas.
6. To improve accessibility and maintenance of habitable human settlements and facilities
7. To provide a responsible facility for the disposal of waste in a manner that is socially and environmentally
acceptable.
78
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.4. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Plan 5: Good governance
Strategic Objectives:
7. To develop an ef?cient, effective and accountable administration
8. To promote full participation of all stakeholders in the planning, implementation and decision making of the
municipality.
9. To improve basic literacy of society with special focus on targeted groups
4.5. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Plan 5: Good governance
Strategic Objectives:
10. To build a productive, knowledge based organization that will respond adequately to the needs of the
community and the city.
11. To develop the capacity and safety of our workforce.
4.6. ENVIRONMENTAL PLANNING & SOCIAL SERVICES
Plan 3: Safe, healthy and secure environment (environmental health and public safety
Plan 6: Integrated, sustainable spatial planning and development (planning, SDF, EMP
Strategic Objectives:
12. To ensure that all communities have access to social Services
13. To contribute towards a health, safe and secure environment with special focus on children, youth, women
and people with disability
14. To promote sports and recreation, and arts and culture
15. To promote a long term development vision and harmony in planning
5. OUR CITY GUIDING PRINCIPLES
To underpin all development activities:
• Sustainability
• Strategic Focus
• Participation
• Transparency
• People Centred
• Transformation
• Customer focus
• Integration and Alignment
• Democratic
• Implementation Orientated
• Accountability
• Co-operative Governance
79
Msunduzi Municipality Integrated Development Plan 2011 – 2016
6. STRATEGY MAPPING
NATIONAL KEY PERFORMANCE AREAS STRATEGIC ISSUES
1. BASIC SERVICES
1.1 Telecommunications
1.2 Community and public facilities
1.3 Solid waste disposal
1.4 Housing
1.5 Land use management systems
2. SOCIAL DEVELOPMENT SERVICES
2.1 Education
2.2 Health
2.3 Social security
2.4 Community safety
2.5 Disaster management
2.6 Gender, youth and people with disabilities
2.7 Sports and recreation
2.8 HIV and Aids
2.9 Community and public facilities
2.10 Land reform 2.11 Environmental sustainability
2.12 Arts and culture
2.13 Cemeteries and crematoria
3. ECONOMIC DEVELOPMENT SERVICES
3.1 Local economic development
3.2 Tourism planning
3.3 Agricultural development
4.4 Cooperatives and SMMEs
4.5 Public private partnerships
4.6 Business support and development
4. INSTITUTIONAL DEVELOPMENT AND
TRANSFORMATION
4.1 Batho Pele
4.2 Performance management
4.3 Human resources
4.4 Information technology
4.5 Administration
5. GOOD GOVERNANCE AND PUBLIC
PARTICIPATION
5.1 Integrated development planning
5.2 Policy development
5.3 Public participation
5.4 Internal audit
5.5 Anti-corruption strategy
6. FINANCIAL VIABILITY AND MANAGEMENT
6.1 Budgeting and reporting
6.2 Revenue enhancement
6.3 Expenditure control
6.4 Financial management
80
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION D: SPATIAL AND ENVIRONMENTAL PLANNING
1. INTRODUCTION
During late 2005/06 ?nancial year the Municipality through the Corporate Strategic Planning Business Unit contracted the
expertise of the Udidi Develoment Consultants (Udidi) and Iyer Rothaug Collaborative (IRC) to undertake the project on the
SDF re?nement as per their project proposals. Part of the scope was to suture together various disintegrated studies and plans that
were done previous by the Msunduzi (Old City of Pietermaritzburg) and consolidate a number of pieces of work generated by the
uMgungundlovu District and align with the Provincial Spatial Plan along primary and secondary corridors and nodal points to
avoid duplication and wastage of limited resources.
In preparation of the review of the IDP 2011-2016 and beyond, the SDF was revised. Through the review of the SDF the
Municipality began a process of developing local area plans for the following corridors and nodes:
• Entry Corridor.
• CBD Central.
• Northdale CBD
• Taylors Halt Node.
• Masson’s Mill Node.
• Scottville/New England Complex.
• Ashburton/Lynn?eld Node.
• Ambleton City.
Developments regarding the N3 Coriddor, few projects have been identi?ed which will be considered as part of local area plans
and Land Use Management of the corridor. The Msunduzi Municipality is currently revising the three existing Town Planning
Schemes as part of the Integrated Land Use Management Scheme.
This assignment could not be undertaken in isolation, therefore, at the macro level, the alignment in re?ning the City’ SDF lays
the foundation at the micro level for the Provincial Spatial Economic Development Plan which is the implementation strategy
of the PGDS which is in line with NSDP. The principles of the Provincial Spatial Economic Development Plan is that the
economic development and growth opportunities should be channeled into activity corridors and nodes that are adjacent or link
the main growth centers, therefore, the following should be consider in terms of urban and rural development planning and in
determination of budget expenditure patterns:
• Primary node – eThekwini
• Secondary – Richards Bay, Msunduzi, Newcastle and Port Shepstone; eThekwini to uMhlathuze eThekwini, Msunduzi
and uMgeni
• Tertiary Nodes
• Mhlathuze, Ulundi to Vryheid (sc1)Kokstad to Umzimkhulu to Umsunduzi (sc2) Msunduzi, Nkandla to Ulundi (sc3);
Ulundi, Nongoma and Pongolo; Libombo SDI to Maputo; Port Sheptone; St Faith to Ixopo; Maphumulo, Ndwedwe
and Dube; Ukhahlamba corridor; Weenen, Nkandla and Eshowe; Manguzi to Swaziland; Makhathini Flats; Greytown,
Msinga and Madadeni; Nkandla, Nqutu and Vryheid; Mtubatuba and Nongoma
The biggest leap jump that we expect out of this assignment is to take the City beyond the apartheid planning and designs which
were the basis of our City and most cities in South Africa. It is our believe that when the framework is presented, it will renew
hopes and inspire new dreams, invoke the identity of the City of Choice, unlock economic vibrancy and opportunities, restore and
lay a foundation of the con?dence in the South African business and commitment to work for our beloved country.
2. MSUNDUZI SDF REVIEW
2.1. BACKGROUND
2.1.1. The Spatial Development Framework (SDF) is an integral part of a Municipality’s IDP. It represents the
spatial expression of the Council’s development vision, and should therefore be reviewed regularly to take
into account changing circumstances.
81
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.1.2. Council’s existing SDF was adopted during 2002 the current SDF was revised during the cause of 2011/12
?nancial year as part of the IDP review for 2011-2016,and the development vision and the vision statement
were revised for 2035 Vision as follows:
Vision 2035
“The City of Choice.”
The Vision Statement
A safe , vibrant city in which to Leave ,Learn, Raise a family,Work,Play and do Business.
2.1.3. In ful?lling this Vision, the Municipality is guided by its mission for facilitating service delivery which
includes dealing with:
- Community participation
- Social and Economic Development and Growth
- Safety, Security and HIV/AIDS
- Sustainable Service Delivery
- Sound ?nance
- Sound Governance
- Sustainable Environmental Management
2.2. LEGISLATIVE FRAMEWORK
2.2.1. The SDF is guided by, amongst others, the following:
· The Development Facilitation Act (DFA)
· The Provincial Growth and Development Strategy (PGDS)
· Environmental Conservation Act (ECA)
· The National Environment Management Act (NEMA)
· Accelerated and Shared Growth Initiative for South Africa (ASGISA)
· National Spatial Development Perspective (NSDP)
· Provincial Spatial Economic Development Strategy (PSEDS)
2.2.2. As the regulations formulated in terms of the Municipal Systems Act, 2000 provide the legal requirements
for the content of a Municipality’s SDF, they are quoted in full hereunder:
(a) give effect to the principles contained in Chapter 1 of the Development Facilitation Act, 1995 (Act No.
67 of 1995);
(b) set out objectives that re?ect the desired spatial form of the municipality;
(c) contain strategies and policies regarding the manner in which to achieve the objectives referred to in
paragraph (b), which strategies and policies must-
(i) indicate desired patterns of land use within the municipality;
(ii) address the spatial reconstruction of the municipality; and
(iii) provide strategic guidance in respect of the location and nature of development within the
municipality.
(d) set out basic guidelines for a land use management system in the municipality;
(e) set out a capital investment framework for the municipality’s development programs;
(f) contain a strategic assessment of the environmental impact of the spatial development framework;
(g) identify programs and projects for the development of land within the municipality;
(h) be aligned with the spatial development frameworks re?ected in the integrated development plans of
neighbouring municipalities; and
(i) provide a visual representation of the desired spatial form of the municipality, which
representation –
(ii) must indicate where public and private land development and infrastructure investment should
take place;
(iii) must indicate desired or undesired utilization of space in a particular area;
82
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(iv) may delineate the urban edge;
(v) must identify areas where strategic intervention is required; and
(vi) must indicate areas where priority spending is required”.
2.2.3. The principles contained in Chapter 1 of the Development Facilitation Act set out what should be achieved
through planning processes as well as the administrative processes dealing with development proposals
and applications. Of speci?c relevance to the SDF Review are the principles contained in paragraph a) of
Chapter 1:
Policies, administrative practice and laws should:
(i) provide for urban and rural land development;
(ii) facilitate the development of formal and informal, existing and new settlements;
(iii) discourage the illegal occupation of land, with due recognition of informal land development processes;
(iv) promote speedy land development;
(v) promote ef?cient and integrated land development in that they:
· promote the integration of the social, economic, institutional and physical aspects of land
development;
· promote integrated land development in rural and urban areas in support of each other;
· promote the availability of residential and employment opportunities in close proximity to or
integrated with each other;
· optimize the use of existing resources including such resources relating to agriculture, land,
minerals, bulk infrastructure, roads, transportation and social facilities;
· promote a diverse combination of land uses, also at the level of individual erven or subdivisions
of land;
· discourage the phenomenon of “urban sprawl” in urban areas and contribute to the development
of more compact towns and cities;
· contribute to the correction of the historically distorted spatial patterns of settlement in the
Republic and to the optimum use of existing infrastructure in excess of current needs; and
· encourage environmentally sustainable land development practices and processes.
2.3. THE CURRENT SPATIAL FRAMEWORK PLAN
2.3.1. The current Spatial Framework Plan forms part of the Municipality’s 2002 IDP. It sets out the purpose of
the Plan, and identi?es the following principles to guide development:
- Compaction
- Integration
- Densi?cation
- Restructuring the City
- Meeting Land Use Needs
- Identi?cation of areas of economic development potential
2.3.2. The Framework Plan sets a number of spatial goals and elaborates on the guiding principles, as well as the
basic planning concepts utilised in the plan, such as movement systems, corridors and nodes.
2.3.3. The plan identi?es concepts which require special attention, and areas where more detailed planning has
been done, or was still required at the time. These include the Greater Edendale area, the Central Area and
the high potential agricultural land in the west of the Municipality. It also makes recommendations with
regard to areas for densi?cation, amenity protection, and more ?exible planning controls.
83
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.4. THE DRAFT SDF REVIEW
2.4.1. Background
i) The approach adopted by the Municipality for the SDF review is the formulation of Spatial Development
Frameworks for four spatial areas or Area Based Management Sectors (ABMS). From these plans, an
overall SDF for the entire Municipality is distilled at an appropriate level of abstraction. The four
ABMS are:
- Northern Area.
- CBD, Ashburton, Eastern Areas.
- Vulindlela.
- Greater Edendale.
ii) In the process of integrating the four ABMS plan, a certain level of integration and rationalisation is
necessary to ensure consistency and legibility.
2.4.2. Planning Design Guidelines
i) In addition to the legislative provisions referred to in paragraph 2, the following planning principles
guide the SDF Review:
- Urban densi?cation
- Integration
- Sustainability
- Compaction
- Redressing imbalances
- Quality Urban Environment
ii) The review was also informed by the SDF for the Umgungundlovu District Municipality, which
identi?es Msunduzi as the primary node in the District, and inter alia recommends the upgrading
of certain tourist routes and the establishment of bypass routes to ease congestion in and around the
primary node. Alignment with the SDF’s of adjoining Municipalities will be required before the
reviewed SDF is ?nalised.
iii) Dewar’s generic concept as illustrated in the following diagram is utilised to achieve the planning
principles.
2.4.3. Historical Context
i) In order to understand the challenges associated with the current form of the city and the planning
and development interventions that will be required to address these challenges, we must remind
ourselves how the current municipal boundaries came about. As illustrated in ?gure 1, the Msunduzi
Municipality Area consists of three district areas, each of which is home to approximately 200’000
people i.e.
· The former borough of Pietermaritzburg
· Greater Edendale
· The Vulindlela Tribal area
ii) During the 1850’s, development was concentrated mainly in the central grid which by and large
coincides with the existing CBD. Together with the surrounding townlands it made up the borough of
Pietermaritzburg.
iii) In 1848, the Zwartkop location to the west of the borough was declared. The boundaries of this area
remained unchanged, and subsequently became the Vulindlela Tribal Area.
84
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iv) During the 1970’s, the Edendale area was established as a separate administrative entity as part of the
Government’s apartheid policy. At the same time, in an effort to force people out of townships which
formed enclaves in so-called white areas, investment was curtailed into infrastructure and maintenance
in areas like Sobantu, leading to a deterioration of residential amenities.
v) At this stage the city as we know it was administered by four different authorities i.e. the Pietermaritzburg
Municipality, the Kwa-Zulu Government (Vulindlela), the Department of Co-Operation and
Development (Greater Edendale) and the Development and Services Board (Ashburton and Fox Hill).
As astonishing as it might seem, these areas were planned and developed in isolation of each other,
despite their obvious functional and economic interdependence.
vi) In 1995, the Pietermaritzburg TLC was established with the Greater Edendale area and other areas
to the east being incorporated into the city. This was followed in 2000 by the creation of the present
municipal area, which brought Vulindlela and additional areas to the east and southeast into the city.
vii) Although these interdependent areas now form one administrative entity, the outlying area generally still
function as dormitory areas to Pietermaritzburg where most of the economic activity is concentrated.
One of the primary objectives of the SDF is therefore to reduce the racial separation, spatial segregation
and development inequality produced by colonial and apartheid planning.
2.4.4. Planning and Development Informants
i) The application of general planning and development principles and concepts are in?uenced by the
local context. The following informants shape the SDF;
- The strategic location of the Municipality on the N3, providing high levels of accessibility
between major urban centres and adjacent provinces.
- The City’s status as the Provincial Capital and the primary node in the District, and as an
emerging metropolitan area.
- Present development patterns and the interaction between residential and employment areas,
and the availability of facilities to communities.
- The present transport infrastructure focused on the central area, and low levels of connectivity
between the peripheral areas.
- Physical and topographical constraints.
- Environmental consideration.
- Relatively low levels of access to urban services and facilities for some communities.
- Pockets of poverty and unemployment and low levels of participation in the local economy by
low income communities.
ii) These informants are analysed and discussed in detail in the contextual framework, and the SDF’s for
the ABMS’s.
2.4.5. The Main Elements and Structure of the SDF
i) In general terms, the planning principles and concepts which underpin the current SDF remain
applicable, especially those that conform to the legislative guidelines as set out in paragraph 2 above.
ii) The draft SDF largely re?nes and builds on the current SDF, and is aimed at restructuring the radial
existing form of the city through
- The introduction of additional Mobility and Arterial roads to create a more functional road
lattice to facilitate movement with alternative options. It also attempts to improve access to
areas previously marginalised from the local economy.
- The establishment of a series of nodes in both the urban and rural components of the city
distributed in such a way that communities are within reasonable travelling distance of the
services offered at these nodes.
- Mixed use corridors that extend a limited distance from the CBD, and activity spines in focussed
areas along some of the major routes, without undermining the primary mobility function.
85
Msunduzi Municipality Integrated Development Plan 2011 – 2016
- The location of new residential developments in relatively few areas within an Urban Growth
Boundary, to create a compact and ef?cient city, contain urban sprawl and conform to basic
environmental objectives.
iii) The consolidated SDF ‘s main departure from the current SDF is in the reduction and rationalisation
of proposed nodes and development corridors.
2.4.6. The SDF Map and its designations
i) In order to improve legibility while maintaining basic orientation, the cadastral layer has been removed
from the base map. The main categories of existing land use are shown as a faint backdrop, with
lower order uses such as corner shops, minor educational facilities and clinics being absorbed into the
dominant surrounding land uses. Exceptions are made in cases where such existing facilities are at a
higher order or serve as major landmarks, e.g. Edendale and Greys Hospital, UKZN and Maritzburg
College.
ii) Nodes
A hierarchical system of nodes is proposed, based on existing levels and patterns of development,
and the distribution of future development and transport linkages, to ensure optimum accessibility to
goods and services through equitable distribution. The various nodes are distinguished in terms of
whether they are:
- Existing and to be maintained at that level
- Existing at a lower level and to be extended and consolidated into a higher level node
- New nodes to be introduced and phased in over time and as thresholds occur.
a) The CBD Node
This is the heart of the City, and consists of the core and the frame surrounding it. The
core contains the full range of uses associated with a CBD, while the frame accommodates
transitionary uses at a lesser density. The so-called CBD extension node, which includes the
recently developed Motor World, the Bird Sanctuary Site, the Midlands Mall and the RAS has
been incorporated into the CBD Node.
b) Regional Multi-Use Node
This level of node includes a retail component between 75 000 m2 and 120 000 m2, and serves
a regional function. In addition to retail, it can include a wide range of compatible uses. There
is one existing Regional Multi-Use Node (Liberty Mall and the surrounding area), and one
proposed (in the Edendale area).
c) Community Multi-Use Node
These serve a community function, and would have a retail component ranging from 25 000 m2
- 40 000 m2. Can also accommodate a wide range of compatible uses, and the SDF distinguishes
between existing community nodes to be maintained at existing levels, those with the potential
for expansion and future nodes. Essentially, the Edendale Node will be consolidated at this
level, and a new node of this type will be induced at Shenstone.
d) Neighbourhood Multi-Use Node
These operate at a neighbourhood level, and have retail components of between 5 000 m2 and 12
000 m2. These types of nodes occur in two forms, viz as mono use nodes that are pure retailing,
and those that are multi-use. Again, the SDF identi?es existing nodes to be maintained or
expanded, and future nodes.
e) Focus Multi-Use Node
This node includes light industrial, warehousing and “big-box” retailing and other uses not
normally found in the other nodes, and is located at Camps Drift.
f) Administration Node
This node is on the edge of the CBD Node and includes Greys Hospital, Carter High School and
the Town Hill Hospital Grounds, to which the Provincial Parliament is likely to relocate.
86
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iii) Corridors
a) Provincial Priority Corridor
This is the N3 which has been identi?ed as a priority development corridor by the Provincial
Cabinet. Its prime function is to serve as a long-distance movement corridor, and although the
agglomeration bene?ts of the corridor should be optimised, this should not interfere with its
primary function. Consequently, development will be located at or near some intersections.
b) Activity Spines
Generally referred to as development corridors, these occur along major arterials leading into or
from the CBD Node. A mix of complementary land uses including retail, of?ce, entertainment
and residential; about half a street block in width fronting onto the arterials, are to be encouraged,
but only in speci?c areas.
c) Arterial Roads and Bypasses
These existing and proposed roads are aimed at improving accessibility, alleviating congestion
in and around the core, and opening up areas previously excluded from the local economy. In
the case of future roads, the alignment shown is merely diagrammatic.
iv) Land Use Designations
A range of standard designations are employed, and to improve legibility of the map the main categories of
existing land use are shown as a backdrop.
In the case of residential areas, the map distinguishes between:
a) existing residential areas (formal, informal and rural) where improvement and/or upgrading is required,
and
b) future formal residential areas.
The exact boundaries and magnitude of future development can only be determined through more detailed
assessments, and are subject to obtaining the prescribed statutory approvals.
To discourage urban sprawl, an Urban Growth Boundary is suggested along the southern and south-western
sides of the Municipality.
Expansion of other areas are constrained by the topography, and to the north-east and eastern side of the
Municipality (Ashburton) an Agriculture, Smallholding and Eco-tourism designation is suggested. In these
areas, the main objective is to maintain the existing character, and in addition to agriculture, rural/eco-tourism
activities are to be encouraged. Land subdivision should not be supported if it will jeopardise the agricultural
viability of existing farming operations, and large-scale land transformation should not be allowed
3. UKUBUYEKEZWA KOHLAKA LWENTUTHUKO YEZINDAWO “SDF”
LWASEMSUNDUZI
3.1 IMVELAPHI
3.1.1. iSpatial Development Framework (SDF) iyingxenye yohlaka lohlelo lwentuthuko oludidiyelwe owaziwa
ngokuthi iIDP. Loluhlaka lungombono wezentuthuko yomkhandlu, kanti kumele uhlale ubuyekezwa ukuze
kubonakale izinguquko eziyaye zibe khona.
3.1.2. Isdf yomkhandlu ekhona njengamanje yayiphasiswe ngonyaka ka 2000, kanti okuyimanje iyabuyekezwa
ukuze kufakwe nombono womkhandlu wentuthuko ohamba uze u?ke kunyaka ka2025 onesingqi esithi
uMbono ka-2025
“Idolobla Lekhethelo”
87
Msunduzi Municipality Integrated Development Plan 2011 – 2016
uKuchazwa kwaloMbono
Ngonyaka ka-2025 ukwenza iDolobhakazi ongaliqhathanisa namanye amadolobhakazi omhlaba libe
ngelekhethelo kakhulu uma kubhekwa indawo elakhele kuyo, izinto ezingamagugu, nezakhiwo zemfundo
konke kwenza futhi kubeke iZinga leMpilo ibe Phezulu kuwonkewonke
3.1.3. Ekufezeni lombono, Umkhandlu uzogadwa isibophezelo sokuqiniseka uku?ka kwentuthuko, ukuqinisekisa
lokho ezinye zezinto ezibalulekile ilezi ezilandelayo:
Ukulungisa izinhlelo ngobuqotho ukuze ukusebenza kwamasipala kuqimisekise ukuthi umasipala usebenza
ngokweqophelo eliphezulu njengesisekelo ukuqinsekisa ukulethwe kwezidingo zomphakathi.
3.2 IMITHETHO EYISISEKELO
3.2.1 Ukwenziwa kwe SDF kugadwa ikakhulukazi ilemithetho eyisisekelo elandelayo:
· The Development Facilitation Act (DFA)
· The Provincial Growth and Development Strategy (PGDS)
· Environmental Conservation Act (ECA)
· The National Environment Management Act (NEMA)
· Accelerated and Shared Growth Initiative for South Africa (ASGISA)
· National Spatial Development Perspective (NSDP)
· Provincial Spatial Economic Development Strategy (PSEDS)
· NLTTA
3.2.2 Njengoba imigomo inqunyiwe kumthetho wezinhlelo zohulumeni basekhaya iMunicipal Systems Act,
umthetho 32 ka 2000 inikezela ngokusemthethweni indlela iSDF yomkhandlu okumele yenziwe ngakhona,
ngaphansi uhlu lwalemigomo ebekiwe:
a) Inikezela ukusebenza kwemikhombandlela ekwisigaba sokuqala se DFA, 1995 (Umthetho. 67 ka 1995)
b) Ibeke amacebo akhombisa isimo sendawo e?swa ngumkhandlu
c) Inamacebo okuhamba nemigomo nemibandela ngokwendlela yokuphumelelisa (yokuzuza) amacebo
lawa adalulwa engenhla (b), imaphi amacebo okuhamba nemigomo kufanele:
i) Aveze izindlela zokusebenziswa komhlaba ezi?swayo ngaphansi kwaMasipala
ii) Ibhekelele ukuvuswa kabusha kwe ndawo kaMasipala; bese
iii) Inikeza unakekelo oluphusile ngokubekeka kanye nendlela ye ntuthuko ngaphansi kukaMasipala
d) Ibeke ngokusezingeni imibandela yohlelo lokuphatha ukusetsehnziswa komhlaba ngaphansi
kukaMasipala
e) Ibeke i “capital investment framework” lwezinhlelo zokuthuthukisa UMasipala;
f) Ibe nokuhlolwa okuphusile komthelela kwezemvelo kwiSDF
g) Iveze izinhlelo nemisebenzi yentuthuko yomhlaba ongaphansi kaMasipala
h) Ihambisane neSDF evezwe kwi Pulani yentuthuko ephelelisiwe (IDP) yoMasapala abangomakhelwane;
bese
i) Inikeza umfanekiso obonakalayo ye “Spatial Form” kaMasipala,
ii) kufanele iveze ukuthi intithuko yomhlaba wompakathi wonkana nowo muntu oyedwa ne
investment yenqalasizinda ingenziwa kuphi.
iii) kufanele iveze ukusenstenziswa kwendawo okufunakalayo nokungafuneki kwendwo kwi
particular ndawo
iv) Iveze umphetho wedoloba
v) Iveze izindawo lapho ekudingeka khona ungenelelo oluphusile iphinde
vi) iveze izindawo ezidinga uxhaso olukhethekile
88
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.2.3 Imigomo eshicilelwe esigabeni sokuqla seDevelopment Facilitation Act ikhombisa ukuthi yini okumele
ibe yimiphumela ekuhlelweni kwezentuthuko kanye nokubhalisa izicelo kanye nezinhlelo zentuthuko.
Okuhambisana kakhulu nokubuyekezwa kwe SDF, ileyomigomo eshicilelwe kwinhlamvu a) etholakala
kwisigaba sokuqala se DFA:
Imigomo nemithetho ye “administrative practice” ifanele:
i) Ukuletha intuthuko ezindaweni ezisemaphandleni nasemadolobheni.
ii) Ukwenzalula intuthuko yezindawo ezihlelekile nezingahlelekile, ezikhona nezintsha zokuhlala.
iii) Ukuvimbela ukusebenzisa umhlaba ngokungemthetho.
iv) Ukugqugquzela ukuthuthikiswa komhlaba ngokusheshayo.
v) Ukugqugquzela ukuthuthukiswa komhlaba ngokwanele futhi nokuhlangene.
· Ukugqugquzela ukuthuthukisa umhlaba okuhlanganisa ezenhlalakahle yomphakathi,
ezomnotho, nokuhleleka, nangokwakheka komhlaba ngokwendalo,
· Ukugqugquzela intuthuko ehlanganisile emaphandleni nasemadolobheni
· Ukugqugquzela ukuba khona kwezindawo zokuhlala nokuvuleleka kwamathuba emisebenzi
ezindaweni ezisemaduze noma lezi zindawo zihlanganiswe ndawonye
· Kusentshenziswe kwemkhakha ekhona ngokwanele ibandakanye imikhakha ethintene
nezolimo, umhlaba, ezimbiwa phansi, izinqalasizinda, ezokuthutha, nezinto zomphakathi.
· Ukugqugquzela ukusentshenziswa komhlaba okuxubile,nasemhlabeni womuntu oyedwa noma
emhlabeni ehlukanisiwe.
· Kuvinjelwe ukugqagqana kwezindawo ezingamadolobha, bese kuxhaswa intuthuko yamadolobha
ahlangene.
· Ukuxhasa ekulungiseni izindawo
· Ukugqugquzela kukulandela imikhuba kanye nezindlela okuyizona ezibheke ezemvelo.
3.3. iSPATIAL FRAMEWORK PLAN EKHONA
3.3.1. Njengamanje iSpatial Framework Plan siyingxenye yombiko womkhandlu iIDP okuwuhlelo lwentuthuko
edidiyelwe ka 2002. Lokhu ke kunikeza inhloso yezinhlelo, kanti futhi inikeza lemigomo elandelayo
engumkhombandlela yentuthuko:
- Ukuhlanganisela ezentuthuko
- Ukudidiyelwa kahle kwezinhlelo
- Ukwandiswa kwemiphakathi
- Ukuhlelwa kabusha kwedolobha
- Ukuhlangabezana nezidingo zokusentshenziswa komhlaba
- Ukukhomba izindawo ezingabamba iqhaza ekuthuthukeseni umnotho
3.3.2. Le “Framework Plan” inikeza imiphumela elindelekile embalwa, kanti futhi ithinta nakwimikhombandlela
egadile kanye nendlela esentshenzisiwe ukwenza izinhlelo ezenziwe, okufaka ukusentshenziswa kwama
“movement systems”, “corridors” kanye nama “nodes” (izindela zokuhamba kanye namathuba avelayo).
3.3.3. Loluhlelo luveza izindlela ezidinga ukunakwa ngokucophelela, kanye nezindawo lapho izinhlelo
eziseqopheleni eliphezulu esezenziwe khona, noma obekusadingeka ukuba izinhlelo zenziwe. Lezindawo
zifaka inxenyekazi enkule Edendale ne Imbali, inxenye enkulu yedolobha (Central Area), kanye nomhlaba
onothe kakhulu ngokwezolimo osentshonalanga nomkhandlu (Vulindlela). Kuloluhlelo kukhona
neziphakamiso zokwandisa imiphakathi, ukuvikeleka kwezakhiwo, kanye nemigomo yezinhlelo zentuthuko
efanelekile kwezinye izindawo.
89
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.4. iSDF ESABUYEKEZWA
3.4.1 Imvelaphi
i) Indlela Umkhandlu owayikhetha ukwenza iSDF, yaba ukusungula iSpatial Development Framework
yezigceme ezine ezaziwa ngokuthi ngama “Area Based Management Sectors (ABMS)”. Kuzokwenziwa
iSDF yendawo ngayinye, kube sekwenziwa iSDF eyodwa yomkhandlu wonkana esezingeni elifanelekile.
Lezi zigceme ezaziwa ngama ABMS ilezi ezilandelayo:
1. Northern Area.
2. CBD, Ashburton, Eastern Areas.
3. Vulindlela.
4. Greater Edendale.
ii) Ekuqhubekeni kokuhlanganiswa kwezinhlelo zalezizindawo ezine, izinga elithize lokuhlanganisa
izinhlelo libalulekile ukuze kuqinisekiswe intuthuko ephumelelayo.
3.4.2. Umlando
i) Ukubona izinkinga ezihambisana nesimo sedolobha, kanye nokuhlela okudinga ukwenziwa ukulungisa
lesisimo, kuyofanele sizikhumbuze ukuthi imingcele yomkhandla yaqhamuka kanjani. Njengoba
kukhonjisiwe ebalazweni 1, indawo yomkhandlu uMsunduzi uhlukene izinxenye ezintathu, eziyikhaya
kubantu abalinganiselwa ku 200’000.
· Idolobha lasePietermaritzburg
· Greater Edendale
· Vulindlela Tribal area
ii) Ngeminyaka yo 1850’s, intuthuko yayenzeka kakhulu maphakathi nedolobha, okuhambelana kakhulu
nendlela imaphakathi ledolobha libukeka ngakhona njengamanje. Ngokuhlanganiswa namadolobhana
aseduze kwakheka indawo eyabizwa ngokuthi iPietermaritburg.
iii) Kwathi ngonyaka ka 1848 kwaqanjwa indawo eyabizwa nge “Zwartkop” ngasentshonalanga kwedolobha.
Imingcele yalendawo ayizange ishintshe, kanti yangcina isibizwa ngedawo yaMakhosi i“Vulindlela”.
iv) Ngeminyaka yo 1970’s kwasungulwa indawo yase Edendale njengendawo ezimele yezokubhalisa
eyayingaphansi kohlelo lukahumeni wobandlululo. Ngesikhathi esifanayo, emizameni yokukhipha
abantu emalokishini, okwenza ukuthi kwakheke amaqulu ezindaweni ezazibizwa ngezabelungu,
ukuntshalwa kwezimali kwaba kuncane ngakwezengqalasizinda, lokhu kwaholela ekutheni
ukunakekela izindawo ezinjengo Sobantu kube sezingeni eliphansi ngedlela yokuthi izakhiwo
zokuhlala zaba sezingeni eliphansi.
v) Njengamanje, njengoba sazi ukuthi idolobha lalilawulwa imikhandlu emine, ngamanye amazwi,
Umkhandlu Pietermaritzburg, Uhulumeni waKwaZulu (Vulindlela), Umnyango “Co-Operation &
Development” (Greater Edendale) kanye nebhodi “Development & Services Board (Ashburton &
Fox Hill). Lokhu kungabukeka kumangalisa, kepha lezi zindayo zahlelwa zaphinde zathuthukiswa
ngokubandlululana ngayinye ngayinye, kwangabhekwa ukusebenzisana kanye nokudingana kwazo
ngakwezomnotho.
vi) Ngonyaka ka 1995, kwasungulwa iPietermaritzburg TLC kanye nendawo yase Greater Edendale
nezinye izindawo ezingasempumalanga zahlanganiswa nedolobha. Lokhu kwalandelwa ngonyaka ka
2000 ngokusungulwa kwendawo yomkhandlu ekhona njengamanje, okwaholela ekutheni izindawo
ezinjengo Vulindlela kanye nezinye izindawo ezizungezile ezingasempumalanga kanye naseningizimu-
mpumalanga zihlanganiswe nedolobha.
90
Msunduzi Municipality Integrated Development Plan 2011 – 2016
vii) Noma ke lezi zindawo ezidinganayo sezenza umkhandlu owodwa, ezinye zezindawo eziqhelile
zisasebenza njengezindawo zokuhlala nje kuphela ezakhele iPietermaritzburg, lapho ezohwebo zenziwa
khona kakhulu. Esinye sezimpokophelo saloluhlaka lokuthuthukisa izindawo (SDF) kungukwehlisa
izinga lokuhlukana kwezinhlanga, intuthuko engalingani eyayikade yenziwe ukudliwa kwemihlaba
(Colonialism) kanye nokuhlela ngesikhathi sobandlululo.
3.4.3. Imigomo elandeliwe ye“Planning Design”
i) Ukwenezela kwimithetho sisekelo enikeziwe embikweni wesibili, lokhu okulandelayo eminye imigomo
yokuhlela izindawo egada ukucuntshungulewa kweSDF:
- Intuthuko eqhubekayo
- Ukulungisa ukungalingani
- Ukuhlanganiselwa kwentuthuko
- Ukuhlanganiswa kahle kwezinhlelo
- Amadolobha ahleleke ngendlela
- Ukwandiswa kwemiphakathi emadolobheni
ii) Lokhu kucuntshungulwa kweSDF kufake phakathi neSDF yomkhandlu Umngungundlovu District
Municipality, kuleSDF uMsunduzi uvezwe njengedawo ebalulekile “primary node” emkhandlwini
Umngungundlovu wonkana. Yingakho ke ngokunjalo kuneziphakamiso zokusimamisa izinga
lemingwaqo okuhamba kuyo izivakashi, kanye nokusungula eminye imingwaqo emincane ukuze kwehle
isiminyaminya eduze kanye nakuyo i“Primary Node”. Kubalulekile ukubandakanywa kwamanye
amaSDF’s yemikhandlu eyakhelene noMsunduzi kungakapheli ukubuyekezwa kwaleSDF.
iii) Lesi sithombe esilandelayo saziwa njenge “Dewar’s generic concept”, kanti sikhombisa indlela
esentshenzisiwe ukuze kufezeke imikhombandlela yezokuhlelwa kwezindawo.
3.4.4. Izinto ezibalulekile ekuhlelweni kwezentuthuko
i) Ukusentshenziswa kwemigomo efanelekile yezokuhlela nezentuthuko, iholwa izinto ezisuke zikhona
kuleyondawo. Ngakho ke lokhu okulandelayo yikhona okuhola iSDF kulendawo:
- Ukwakhiwa komgwaqo onguthela wayeka uN3, okwenza ukuba ku?nyeleleke kalula kwamanye
amadolobha amakhulu kanye nezinye izifundazwe ezakhelene nomkhandlu.
- Isimo sedolobha ukuba yiNhlokodolobha yesifundazwe saKwaZulu-Natali, ukuba yi “Primary
Node” yomkhandlu uMgungundlovu wonkana, kanye nokudlondlobala kwedolobha ngokuba
yi “Metropolitan Area”.
- Isimo sezentuthuko esikhona njengamanje, ukubambisana kwezindawo zokuhlala nezokusebenza,
kanye nokuba khona kwezidingo nqangi emiphakathini.
- Izinga lengqalasizinda yezokuthutha ebheke kakhulu endaweni emaphakathi nomkhandlu,
kanye nezinga eliphansi lokuxhumana kwezindawo ezisekupheleni kwendawo yomkhandlu.
- Izinga eliphansi lokuthola ama”services” kanye nezinye izidingo zomphakathi
ezisemadolobheni.
- Izingqinamba zokwakekha komhlaba ngokwendalo
- Ukunakekelwa kwezemvelo
- Ububha, ukuswela kwemisebenzi kanye nezinga eliphansi lokuzibandakanya kwezomnotho
wendawo kwemiphakathi ehola kancane.
ii) Lezi zinto ezinikezwe ngaphezulu zishiwo zaphinde zacuntshungulwa kahle kwi ‘Contextual
Framework” kanye nakuma SDF’s yama ABMS’s.
91
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.5 Okubalulekile kanye nokuma kwayo iSDF
3.5.1. Isingeniso
i) Imikhombandlela yezokuhlela kanye nezindlela okuyizona ezigada iSDF zibalulekile kanti
ziyasenthenziswa, ikakhulukazi leyo ehambisana nemithetho eysisekelo, ekhona kumucu wesibili
ongenhla.
iii) Lendlela ibuye iqonde ekutheni kusungulwe “road lattice”, ezokwazi ukunikeza izindlela eziningi
zokuhamba ezikhululekile, kanye nokuhleleka kwemigwaqo okucacile nama “nodes” ahlelekile,
ngamanye amazwi ukuhlukaniseka ngezigaba ezahlukene kwama “nodes” ahlukaniswa kusukela
kwamancane kuze kuyo?ka kulawo amakhulukazi asenthenziswa abantu bomkhandlu wonkana.
Ukusentshenziswa kwendlela yamawele “Nodes and Corridors” yikhona osekudumile kuleminyaka
eyisihlanu eyedlule. Sekubonakele ke nokuthi kwezinye izindawo lokhu sekuke kwasentshenziswa
ngendlela engafanelekile. Lokhu ke sekubonakale ngokuthi yonke imiqwaqo emikhulu esezingeni
lokuba phecelezi “Major Limited Access Mobility roads and Major Arterials” kuvele kuthiwe
uyi“Corridor” okanye uyi“Spine”, kanti nala kukhona ukuphithizela “Major activity foci located
along such a road” okuthize khona kulowomngwaqo kuvele kuthiwe yi“Node”
iv) Ekusentshenzisweni kwayo lendlela okuhle, igqugquzela ukubekwa kwezakhiwo ezahlukahlukene
kuyona lemingwaqo. Akukaze kwenzeke ukuthi kube khona izinkomba zokuthi lendlela ixhasa indlela
eyaziwa ngokuthi i”Ribbon Development” ekusungulweni kwalendlela. Lendlela yokuhlela ezentuthuko
iqonde ukuthi ama“nodes” angafani kanti futhi ahlukaniswe ngokufanele, ngokujwayelekile ayaye
ahlukaniswe ngebanga elingango 2km ukusuka kwenye. Lokhu kwenzelwa ukuthi abantu abaningi
bakwazi ukuhamba ba?ke kulezi zindawo. Kusezindaweni ezikhethiwe kuphela,la kutholakala khona
inxanxathela yokusentshenziswa komhlaba ibekwe eduze kwayo lemingwaqo emikhulu, kanti lokhu
kubizwa nge “Mixed-use corridor”.
v) Ngeshwa, lendlela yama “corridor” isixhunyaniswe neyama “mixed-use”, okungayona inhloso noma
into enhle neze. Sekuze kwaba khona ngisho nomkhuba wokuthi kubekwe ama“nodes” noma ikuphi
nje la kukhona lemigwaqo engothela wayeka.. Ngokusobala, kukhona amazinga ahlukene ama “nodes”
angawezohwebo, njengoba emadolobheni amakhulu kuba khona ama“nodes” asezingeni lokuba isigaba
sesihlanu kanye nokunezelwa kwezinhlobo ezintsha zenxanxathela yezitolo. Okunye okungaba khona
ama“nodes” amahhovisi, isibhedlela okanye ezokubhalisa (Adminstration) angaba kude kulawa manye
ama“nodes”. Okuyaye kungabi iyona indlela yokwenza izinto, ukuzama ukufaka wonke lama“nodes”
kuzigaba eziyi “Primary, Secondary and Tertiary” ezinhlelweni ezenziwayo, ikakhulukazi ezingeni
leSDF, lokhu akusiyo indlela eqotho.
vi) iSDF esabuyekezwa, ilungisa iphinde yakhele phezu kweSDF esikhona vele, kanti ihlose ukuthuthukisa
idolobha ngalezi zindlela ezilandelayo:
- Ukungeniswa kwemigwaqo “Mobility and Arterial roads” ezokwenza ukuthi imigwaqo isebenze
kangcono, enezindlela zokuhamba eziningi. Ibuye futhi yenze ngcono uku?nyelela ezindaweni
ezazikade zishaywe indiva phambilini.
- Ukusungulwa kwama “nodes” amaningi ezindaweni zedolobha ezisemadolobheni kanye nezisemakhaya,
kumele abe sezindaweni ezihambeka kalula kuzona umuntu athole izidingo nqangi ezitholakala
kuwona lama “nodes”.
- Ama “Mixed-use activity spines” anebanga eli?nqiwe ukusuka maphakathi nedolobha (CBD),
asezindaweni ezihlelekile emigwaqeni emikhulu, kodwa angacekeli phansi ukuhamba okukhululekile
“primary mobility function”.
- Ukubekwa kwezentuthuko zezindawo zokuhlala, ezindaweni ezincane ezisemnceleni wokukhula
kwedolobha “Urban Growth Boundary” ukwenza idolobha elihlangene kanti futhi elihlelekile,
elihlonipha imigomo nemibono yezemvelo.
92
Msunduzi Municipality Integrated Development Plan 2011 – 2016
vii) Ukubuyekezwa kwaleSDF, kuqonde ikakhulukazi ekwehliseni inani nasekubhekeni ama “nodes”
nama “corridors” entuthuko afanelekile.
3.5.2. Ukusentshenziswa kwalezi zidlela eMsunduzi
i) Ukuze kugwemeke ukungaboni ngaso linye, ekusentshenzisweni kwalezi zindlela kuzosentshenziswa
lamagama alandelayo. Kanti isithombe esikhona langaphansi, sikhombisa izinto ezahlukene
ezihlanganisa zonke lezi zindlela.
• “Mobility Roads” Esikhundleni sokuyibiza ngama“corridors” lemigwaqo iyobizwa ngama
“Mobility Roads”, njengemigwaqo okungangeneki kuyo noma ikuphi lemigwaqo izokuba
nama“Nodes” kanti noma iluphi olunye uhlobo lwentuthuko oluzoba kuyona noma eduze
kwemigwaqo, luyobekwa ezimpambanweni zemigwaqo ezifanelekile.
• “Arterial Roads” Nalemigwaqo izokuba nama “Nodes” ezimpambanweni zemigwaqo
ezifanelekile. Kanti kungenzeka ukuthi kube khona izakhiwo ezithize eduze kwayo lwemigwaqo
“Spines”, enjengezinkudla ezinkulu zezemidlalo, izibhedlela, izikole zamabanga aphezulu kanye
nezinye izakhiwo ezingafaneleka, okungenzeka nokuthi zingabi nhlobo ingxenye yaleyo“Node”.
Imigwaqo emisha ehlongozwayo yokulekelela ikhuphule izingalokuxhumana kwezindawo
iphinde inciphise izinga lesiminyaminya sezimoto nayo ibonisiwe kwiSDF.
• “Nodes” Ama “Nodes” ayohlukaniswa ngokwezinga lwezohwebo uma ehlobene nezomnotho,
noma uma ezothuthukiswa eduze kumbe ezindaweni zokubhalisa. Ama “Nodes” azosungulwa
ngokubheka abantu abadingakalayo ukuxhasa leyo“Node”, ukuze kungathiwa konke
lakuphambana khona imigwaqo sekuyi “Node”
• “Mixed-Use Corridors” Lokhu khona kuzoba khona ezindaweni ezikhethekile kuphela,
ngamanye amazwi kulezo zindawo lapho i“Arterial Road” isuka phakathi nedolobha (CBD)
noma kuma“Nodes” asondelene kakhulu.
ii) Uhlelo lweSDF luveza uhlukaniso phakathi kwalezi zinto ezilandelayo: (bona nesithombe)
• IMIGWAQO
• Imigwaqo evele isikhona-(zonke izinhlobo zemigwaqo)
• Imigwaqo edinga ukulungiswa noma ukwandiswa
• Imgwaqo emisha-(zonke izinhlobo zemigwaqo)
• “NODES”
• Ama “Nodes” avele asekhona azoyekwa asezingeni akulona njengamanje.
• Ama“Nodes” ahlanganisiwe noma akhulisiwe, lapho lama“Nodes” azokhushulwa izinga lawo
ukuze abambe iqhaza elisezingeni eliphezulu.
• Kuzosungulwa ama“Nodes” amasha, aphinde abekwe ezingeni elifanele.
3.6 ISITHOMBE ESIYISIBONELO SEMIHLAHLA NDLELA YEZOKUHLELA
3.6.1 iMap yeSDF kanye nokuchazwa kwayo
i) Ukuze kwenziwe ngcono ukubukeka kweMap, kodwa kube kuvela zonke izinto ezibalulekile, abanye
bolayini basusiwe “cadastral”. Izinhlobo zokusentshenziswa komhlaba ezikhona njengamanje
ziboniswe ngoku??yela. Lokhu kufaka phakathi izinto ezinomthelela omncane njenge zitolo
ezincane, izindawo zokufunda ezincane, imithola mpilo. Kodwa ke izinto ezinemithelela emikhulu
zona ziboniswe zangqama, okubalwa kuzo izibhedlela ezimbili iEdendale kanye ne Greys, isikhungo
sezemfundo ephakeme iUKZN, kanye nesikole iMaritzburg College.
93
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ii) “Nodes”
Ukuphakanyiswa kokuhlelwa kwama“Nodes” ngezigaba ezahlukene, kusukela ekutheni kukhona
izigaba nezindlela ezahlukene zezentuthuko kanye nokuxhumana ngezokuthutha, ukuze ku?nyeleleke
kalula ezintweni ezithenngwayo kanye nezidingo nqangi ngendlela elinganayo engachemile.
Lama“Nodes” ahlukehlukene asungulwe ngalezi zindlela ezilandelayo:
- Ama“Nodes” avele esekhona, futhi adinga ukuyekwa asezingeni akulona.
- Avele esekhona kodwa asezingeni eliphansi, kanti adinga ukukhuliswa aphinde ahlanganiswe
ukuze abe ama“Nodes” asezingeni eliphezulu.
- Ama“Nodes” amasha azosungulwa, okuyothi uma kuhamba isikhathi abuyekezwe, abekwe
ezingeni elifanele uma nenani labantu abalisebenzisayo likhula, kodwa azokhonjiswa ezingeni
eliqondiwe.
a) “CBD Node”
Lena inhliziyo yedolobha, kanti inomgogodla kanye nonqenqema olusemaceleni kwayo.
Imaphakathi linenxanxathela yokusentshenziswa komhlaba okuhambisana ne“CBD”, kanti
unqenqema nalo lunezinye izinto kodwa esibalweni esiphansi. Lokho okubizwa nge“CBD”
ekhulisiwe okufaka phakathi izinto ezisanda kwakhiwa ezinjenge “Motor World”, “the Bird
Santuary Site”, “Midlands Mall” kanye ne“RAS” sekufakwe kuyona i“CBD Node”
b) “Regional Multi-Use Nodes”
Lelizinga le“Node” lufaka phakathi izakhiwo zohwebo ezisemhlabeni osukela esibalweni esingu
75 000 m² kuya ku 120 000 m², kanti futhi isentshenziswa umkhandlu wonkana. Ukunezela
kwezohwebo, kungangena izinto eziningi ezifanele. Okwamanje iyodwa i“Regional Multi-Use
Node” ekhona okuyimanje okuyi“Liberty Midlands Mall” kanye nezindawo ezakhelene nayo,
kanti enye isahlongoziwe endaweni yase Edendale.
c) “Community Multi-Use Nodes”
Loluhlobo lwe“Node” lubhekene nezidingo zomphakathi, kanti luba nezohwebo emhlabeni
onesibalo esisuka ku 25 000 m2 kuya ku 40 000 m2 . Lama “Nodes” afaka phakathi izinto
eziningi ezifanele, kanti neSDF ihlukanisa kahle ama “Community Multi-Use Nodes” avele
asekhona, futhi adinga ukungcinwa akulesosimo, namanye afanele ukukhuliswa, kanti amanye
awengesikhathi esizayo. iEdendale Node yona izohlanganiswa kulelizinga, kanti i“Node” entsha
izosungulwa endaweni yaseShenstone.
d) “Neighbourhood Multi-Use Nodes”
Lawa kewona ama“Nodes” asebenza ezingeni lomakhelwane, kanti ezohwebo ziba semhlabeni
osuka ku 5 000 m2 kuya ku 12 000 m2. Ngenjwayelo lama“Nodes” aba izinhlobo ezimbili,
okungaba uhlobo olulodwa lokusentshenziswa komhlaba okungezohwebo kuphela noma kube
izinhlobo eziningi. Ngokunjalo futhi iSDF iwatholile lama“Nodes”, amanye awo azodinga
ukuyekwa asezingeni akulona amanye azokwandiswa, kanti amanye azobuye asungulwe
ngesikhathi esizayo.
e) “Focussed Multi-Use Node”
Loluhlobo lwe“Node” lufaka phakathi izinto ezinjenge zimboni zokukhiqiza ezincane
“Light Industrial and Warehousing”, nezohwebo ezaziwa nge “big-box”, kanye nokunye
ukusentshenziswa komhlaba okungatholakali kwamanye ama“Nodes”, lokhu kukhona endaweni
yase Camps Drift.
f) “Administration Node”
Loluhlobo lwe“Node” lutholakala ekupheleni kwe“CBD Node” kanti lufaka phakathi isibhedlela
iGreys, isikole iCarter High School, kanye neTown Hill Hospital Grounds la okuyikhona
okusethubeni futhi okusahlongozwa ukuthi iphalamende lesifundazwe liyiswe khona.
94
Msunduzi Municipality Integrated Development Plan 2011 – 2016
iii) “Corridors”Imigudu
a) i“Corridor Ebalulekile Esifundazweni / Limited Accessibility Mobility Road”
Le“Corridor” ingumngwaqo onguthela wayeka uN3, kanti lomngwaqo uyi“Corridor”
yezentuthuko ebaluleke kakhulu, eyanqunywa yikomiti lesifundazwe eliphezulu (Provincial
Cabinet). Umsebenzi walo omkhulu ukuba yi“Corridor” exhumanisa izindawo eziqhelelene,
noma ukuhlanganiswa kwezomnotho kuwona lomgwaqo kumele kusekwe, kodwa akumele
kuphazamise umsebenzi wayo omkhulu. Ngendlela ehleliwe, kuyoba khona intuthuko ethize
eduze kwezindawo lakuhlukana khona imigwaqo kuwona lomgwaqo onguthela wayeka.
b) “Activity Spines”
Ama“Activity Spines” ajwayele ukubizwa ngama“Corridors” entuthuko, kanti avame ukuba
emigwaqeni emikhulu esuka noma eya kwi “CBD Node”. Inxanxathela yokusentshenziswa
komhlaba okuhambisanayo, okubalwa kuyo ezohwebo, amahhovisi, ezemidlalo kanye
nezindawo zokuhlala. Mhlawumbe ingxenye yezakhiwo ezibheke kuwo lowomgwaqo kumele
sigqugquzelwe, kodwa ezindaweni ezikhethwe kahle.
c) “Arterial Roads and Bypasses”
Lemigwaqo esivele ikhona neminye esahlongoziwe, kuhloswe ukuba yenze ngcono uku?nyelela
kanye nokwehlisa izinga lesimimnyaminya emaphakathi nedolobha, kanye noku?ka kalula
kwezinye zezindawo ezazikade zibandlululiwe phambilini. Esimeni semigwaqo emisha ehlelelwe
isikathi esizayo eminye yawo ikhonjiswe ngomdwebo.
iv) Ukukhonjiswa kokusentshenziswa komhlaba
a) Kusentshenziswe izimpawu ezahlukehlukene ukuze kwenziwe ngcono ukubukeka kwebalazwe
(Map), kanti ngokunjalo ukusentshenziswa komhlaba okukhulukazi kukhonjiswe ngoku??yela
ngemuva.
Lelibalazwe (Map) sihlukanisa izindawo zokuhlala ngalendlela elandelayo:
• Izindawo esezivele zikhona (ezihlelekile, ezingahlelekile nezasemakhaya), okuyilapho ukwenziwa
ngcono kwazo kundingeka, kanye
• Nezindawo ezihlelekile okungezesikhathi esizayo.
iSDF ayikhombisi ngokungcqwele inani labantu abozohlala kulezi zindawo zokuhlala ezihlelelwe
isikhathi esizayo. Lokhu kwenziwa ukuthi loludaba kuyomele lulungiswe ngokuphelele kwi pulani
yomkhandlu yezezindlu kanye nakusomqulu wokuphatha kokusentshenziswa komhlaba “Land Use
Management System”.
Imingcele kanye nobubanzi bentuthuko ehlelelwa isikathi esizayo, ingatholakala ngokwenza ucwaningo
olunzulu, kanye nokuthola eminye imithetho eyisisekelo egunyazayo mhlawumbe ebhalelwe leso
sikhathi esizayo. Lomfanekiso olandelayo ukhombisa amanani ezindlu okungenzeka ukuba zakhiwe
kulezi zindawo ezihlongoziwe.
UMFANEKISO 1: UBUBANZI BALEZI ZINDAWO ZENTUTHUKO EZIHLONGOZIWE
KANYE NAMANANI EZINDLU EZINGAKHIWA
ABMS
Total ABMS
(hectares)
Extent
(hectares)
Dwelling
Units/Lots per
ha
No. of
Dwelling
Units/Lots
Future Formal Residential
Northern 6,551.28 1,300.90 10/ha 13,000
CBD/Eastern/Ashburton 22,639.15 4,041.77 10/ha 40,000
Imbali/Edendale 8,971.18 819.28 15/ha 12,200
Vulindlela 25,209.68 0.00 0.00 0
63,371.29 6,161.95 65,200
95
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ABMS
Total ABMS
(hectares)
Extent
(hectares)
Dwelling
Units/Lots per
ha
No. of
Dwelling
Units/Lots
Future Economic Opportunities
Northern “ 0.00 0.00 0
CBD/Eastern/Ashburton “ 508.73 8/ha 4,000
Imbali/Edendale “ 148.37 8/ha 1,000
Vulindlela “ 224.01 8/ha 28
5,100
b) “Future industrial areas”: Lezi zindawo zezimboni zizokuba khona ikakhulukazi ngokukhulisa
lezi esezivele zikhona, kanti ezohwebo eziphezulu kanye nentuthuko yamahhovisi iyobekwa
kuma “Nodes” ahlongoziwe nakuma “Activity spines”
c) Ukuze kungakhuthazeki ukukhula kwedolobha ngendlela engahlelekile, kuyobaluleka
ukwenza umngcele wokukhula kwedolobha “Urban Growth Boundary” ngasenxenyeni eshona
ngaseningizimu ntshonalanga nendawo yomkhandlu.
d) Ukukhuliswa kwezinye izindawo, kuvinjwa izingqinamba zokwakheka komhlaba ngokwendalo,
kanti enxenyeni eshona ngasenyakatho nasempumalanga yomkhandlu kuhlongozwe intuthuko
ekalelekile (Longer Term Development Areas). Njengamanje lezi zindawo kuphakathi kokuthi
azithuthukisiwe noma zisentshenziselwe ezolimo, kanti kusukela ekuhlawumbiseleni okukhona
kanye nakuzinhloso zeSDF, angeke zidingeke ekukhulisweni kwedolobha esikathini esifushane
nesiphakathi nendawo esizayo. Inhloso enkulu, ukungcina kuphindwe kwenziwe ngcono
izindawo zasemakhaya esezikhona, lapho ukusentshenziswa komhlaba okusahamba phambili
ezolimo, okuxhaswe ezokuvakasha ezisezingeni eliphansi. Ukushintshwa kokusentshenziswa
komhlaba okukhulu, kuzomele kungangqungquzelwa, kanti lapho intuthuko ehlongozwe
khona uma kungahambisani nalemigomo, kuyodingeka ukuthi kwenziwe umbiko osezingeni
eliphezulu oyokhombisa isidingo nokubaluleka kwaleyontuthuko, okuhambisana nezinhloso
zeIDP kanye nezeSDF, ukunikezela kwezidingo nqangi, indlela yoku?nyelela, intuthuko eyoba
khona isikhathi eside kanye nezinye izinto.
e) “Restricted Use Areas”: Lezi izindawo ezingeke zathuthukiswa nganoma yini, ngenxa yesimo
sesemvelo ngokwakheka komhlaba. Izintaba zakhona zime kabi umqansa wakhona ungaphezu
kuka 1:3, kunemifula, kanye nezindawo ezivikeliwe ngoba zibalulekile ngaphansi kwezemvelo.
Ukuphathwa kwalezi zindawo kongwesikhathi esizayo kuyovezwa ngokuphelele kwi pulani
yomkhandlu yokuphathwa kwezemvelo “Environmental Management Framework”,esenziwa
njengamanje.
f) “Rural Service Centers RCS’s”:
Lezi izindawo ezikhonjiwe, lapho kuzoba khona izidingo ngqangi ezahlukene ukuze
zisosentshenziswa imiphakathi entulayo. Lezi izindawo ezibalulekile, lapho izidingo ngqangi
eziningi zitholakala khona. AmaRCS’s asukele kwicebo elaziwa ngokuthi yi “Rural Service
System”, elibhekele ukwaba ezohwebo ngedlela ehlelekile (okufaka phakathi ukulethwa
kwezidingo ngqangi ngendlela ebonakalayo), ezindaweni ezikhonjiwe eziphithizelayo (Node),
ezisemigwaqeni yezokuthutha. Ukuhlanganiswa kwezohwebo, kususelwa ekutheni kumele
kuhlomule abantu abaningi, ngamanye amazwi ukusebenzisa ingqalasizinda ngokuhlanisela,
ukushiyelana emakethe, kanye nokukhiqizelana izinto. Inani labantu abadinga izidingo ngqangi
endaweni ilona eliyosho ubuningi balezo zidingo ngqangi eziyoba khona kulezi zindawo, okusho
ukuthi uma inani labantu abazidingayo lilikhulu, nazo ziyoba zininngi
g) “Urban Agriculture”: Lokhu kuqode ukusho ukuthi izindawo ezisengxenyeni yedolobha, kodwa
zinothile ukukhiqiza ezolimo, okuyomele zibekwe eceleni ngesizathu sokuthi kukhiqizwe
okudliwayo kuzo. Ukunezela, ezinhlosweni zendawo kanye nezokuphepha kokudla, lokhu
kungcinwa kwalezi zindawo kuhambisana nezinhloso zokuvikela imvelo.
96
Msunduzi Municipality Integrated Development Plan 2011 – 2016
h) “Communal Agriculture”: Lokhu koqode ukusho ukuthi lezi izindawo esezivele
sezisentshenziselwa ezolimo ngokuhlanganyela komphakathi, kanti futhi zinethuba
lokuthuthukiselwa ezolimo olusezingeni eliphakame kunalokhu eziyikhona njengamanje,
ngalokhu kungangqungquzelwa kokugwebindlala. Lezi izindawo ezingasentshenziselwa
izingadi zomphakathi noma okanye amadlelo asentshenziswa ngumphakathi.
i) “Corridor Opportunity Areas”: Ngokwemigomo yesifundazwe, kunezindawo ezigudla umgaqo
onguthela wayeka uN3 ezifanele ukuba zithuthukiswe ukuze kukhuliswe umnotho. Lapha
eMsunduzi lezindawo zitholakala empambana migwaqo engenela eLyn?eld Park / Lion Park
kanye nongenela eAshburton. Kuzobaluleka ukuthi kwenziwe amaLocal Area Development
Plans alezindawo ukuze kuzohlelelwa ukuthuthukiswa kwazo.
Drawn By: Date: Scale:
Revision
No:
Drawing No
Job Name
Source:
Path :
Richmond / Umlaas
Road Interchange
Lion Park
Interchange
T
o
G
r
e
y
t
o
w
n
To Durban
T
o
M
o
o
iR
ivier
T
o
B
u
lw
er
T
o
R
ic
h
m
o
n
d
A
R
R
NF
NF
NF
NF
RF
NF
NF
AF
FC
NF
CF
NF
NF
NE
NC
NC
NC
RC
CC
NC
CC
NC
CC
NC
RSF
RSC
RSC
RSC
C
C
LF
SW
C
SW
SW
C
C
City
Deda
Qanda
Dindi
Bisley
Pelham
Imbali
Caluza
Athlone
Wembley
Cleland
Mpumuza
Ebaleni
Etsheni
Noshezi
Mbabane
Kokwane
Noshezi
Unit EE
Unit 18
Dambuza
Ashdown
Nzakane
Eastwood
Boughton
Mkondeni
Montrose
Gezubuso
Tafuleni
Ntembeni
Mbunwane
Madladla
Ambleton
Kwa Pata
Northdale
Willowton
Clarendon
Prestbury
Hayfields
Kwadulela
KwaMpande
Emunywini
Ndebeqeke
Blackridge
Kwamgwagwa
Mafakatini
Emaswazini
KwaMnyandu
Mvundlweni
Enzondweni
Songonzima
Magwinyane
Kwa Mncane
Sinathingi
Georgetown
Raisethorpe
Scottsville
Napierville
Sweetwaters
Enkanyezini
Slangspruit
Plessislaer
Masons Mill
Chase Valley
Emantshaheni
Lincoln Meade
Mountain Rise
Khobongwaneni
Willowfountain
Sinathingi Rural
Draft
Spatial
Development
Framework
Key
Msunduzi
Municipality
Existing
Consolidate/
Expand
Future
CBD Node
Node
Focus
Multi-use Node (F)
Administration Node
Regional
Multi-use Node (R)
EXISTING DESIGNATION
.
..
.
FUTURE IMPROVEMENT
Activity Spine
Arterial Roads
Limited Access
Mobility Road
Informal Residential
Formal Residential
Rural Residential
Commercial
Economic
Opportunity Areas
Education
Health
Transport
Restricted Use Areas
Conservation
Forestry /
Plantations
Longer Term
Development Area
Longer Term
Development Area
Existing Future
Rural Servcice
Centres Node (RSC)
Services
LF - landfill
SW - Sewage Works
C - Cemetry
Railway
Corridor Opportunity
Areas
Urban Agriculture
Communal
Agriculture
Neighborhood
Multi-use Node (N)
Community
Multi-use Node (C)
Existing to be
Upgraded
Urban Growth Boundary
Rural Access Roads
1:100,000
0 2 4 1 3
Kilometers
GIS DEPT
EMc
March 09 Rev
MSU948
Msunduzi SDF 1:100,000
4. IDENTIFICATION OF EXISTING AND POSSIBLE NODES
NO. NAME RANK LOCALITY DESCRIPTION
1 Elandskop Secondary Vulindlela Existing social and business infrastructure.
2 Santi Secondary Vulindlela Existing social and business infrastructure. Supported
by a taxi rank.
3 Zinqamu Primary Vulindlela Signi?cant social and business infrastructure.
Located at the intersection of a Primary and
Secondary Corridor.
4 Emafakatini Primary Vulindlela Signi?cant social and business infrastructure.
Adjoining area densely populated.
97
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NO. NAME RANK LOCALITY DESCRIPTION
5 Taylors Halt Primary Vulindlela Major concentration of business and social services.
Flat vacant land for further expansion. Centrally
located within the Vulindlela area - Situated on the
Primary Development Corridor.
6 KwaMpande Tertiary Vulindlela Situated at a signi?cant intersection. Potential to
improve access to social and business opportunities.
7 Gezubuso Tertiary Vulindlela Situated on the Primary Development Corridor -
supporting a large concentration of people.
8 Ngubeni Tertiary Vulindlela Potential for expansion into a Tertiary node.
9 Mtoqotho Primary Vulindlela Strategically located within the Vulindlela area -
supporting a dense concentration of people.
10 Sweetwaters Primary Vulindlela Major concentration of business and social facilities.
Densely populated.
11 Sinathing Tertiary Sinathing Road Potential for expansion into a Tertiary node.
12 Unit S Azalea Primary Azalea Situated at a proposed major intersection. Potential
for expansion into a Primary node.
13 Willowfountain Secondary Willowfountain Road Built around existing social infrastructure.
14 Georgetown Primary Edendale Existing social and business infrastructure. Layout
based on a grid pattern.
15 Caluza Edendale Secondary Edendale Situated on the Primary Development Corridor.
Major intersection point.
16 Caluza Harenwood Tertiary Caluza Road Identi?ed in the Edendale Private Landowners
Initiative.
17 Machibisa - Mabulala Tertiary Machibisa Road
intersection
Community facility node. Identi?ed in the Edendale
Private Landowners Initiative.
18 Dambuza - Eringini Tertiary Dambuza - Machibisa
Road
Community facility node. Identi?ed in the Edendale
Private Landowners Initiative.
19 Quarry Tertiary Willowfountain -
Route 9 Road
Potential industrial node.
20 Imbali Primary Imbali Central Potential industrial and commercial expansion.
21 Qokololo Secondary Edendale Road -
Route 13
Commercial mixed use expansion.
22 Imbali Of?ce Tertiary F J Sithole Road Administration and mixed use development.
23 Masons Mill Primary Edendale Road Built around an existing industrial complex. Potential
commercial expansion.
24 Slangspruit Tertiary Newport Drive Mixed use development at major intersection.
25 Foxhill Tertiary Foxhill - Ambleton Mixed use development at major intersection.
26 Southgate Secondary Bisley Existing commercial centre.
27 Ashburton Tertiary Ashburton Peri-urban area. Potential expansion into a tertiary
node
28 Polly Shorts Secondary Mkondeni Existing commercial complex adjoining an industrial
area.
29 Hay? elds - Cleland Road Primary Hay?elds Existing commercial complex supported by Petrol
?lling stations, caravan park and vacant land visibly
position along the N3.
30 Jesmondene Tertiary Hay?elds - Murray
Road intersection
Potential node supported by a bed and breakfast
facility.
31 Alexandra Park Secondary Alexandra Park Regional sports park.
32 Durban Road Primary Scottsville Central Existing commercial node.
33 New England Road Secondary Scottsville Casino and Turf Club development. Potential for
commercial expansion.
98
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NO. NAME RANK LOCALITY DESCRIPTION
34 Mayors Walk Secondary Prestbury Existing commercial node - Potential railway land
development.
35 Cascades Secondary Chase Valley Existing commercial and node.
36 Corobrick Primary CBD Extension Regional shopping centre.
37 Eastwood Primary Bishopstowe Road Potential expansion into Primary node. Adjoining
industrial land
38 [1] Northway Primary Ottos Bluff
Intersection
Existing Commercial node - adjoining industrial
complex. Situated on Primary Development Corridor.
38 [2] Manchester Road Primary Willowton Major industrial and Comerica complex.
38 [3] Debi Place Primary Northdale Existing commercial node.
38 [4] Greytown Road Primary Raisethorpe Existing Comerica node.
39 9Copesville Tertiary Copesville Potential tertiary node.
40 Bishopstowe Secondary Bishopstowe Potential tertiary node - situated as the intersection of
Wartburg and Table Mountain Roads.
4.1. INTEGRATED ENVIRONMENTAL ANALYSIS
4.1.1. Environmental Health
A clean and healthy environment is everyone’s right. Awareness programmes, partnerships with the Built
Environment Support Group (BESG) has made it possible for the municipality to improve on it’s already
existing programmes of greening and keeping the surrounds clean. This has assisted in providing much-
needed jobs through the creation of SMME opportunities in wards 10, 11, 16 and 17. Two separate contracts
have also been awarded to SMME’s which will service an estimated 9000 households in the municipality. As
a result 32 people received employment. Added to this we have also managed to establish a green culture in
many newly established areas so that we do not recreate the same living conditions that apartheid deliberately
bestowed on our communities.
We have also taken vigorous steps to clean up the CBD since 2003, culminating in a city facelift to retain business
in the central city and thereby avoid the migration of businesses to outlying areas with the consequent decline
in buildings and high maintenance costs for unoccupied buildings. Our work in this regard has also been
endorsed by our City Improvement Districts Strategy in collaboration with business and Councillors. Small
contractors have also been developed into refuse collectors operators, further strengthening our commitment
to the SMME sector and ensuring that business and the city’s people live, work and play in an environment
that is safe and clean.
The city has also put in place an environmental management plan to comply with environmental legislation and
prescripts. The city has also put in place an environmental management plan to comply with environmental
legislation and prescripts and the environmental management policy has been developed and adopted by
Council early this year (2007).
4.1.2 Environmental Framework (EMF) Process
The Msunduzi Municipality in August 2007 embarked on the development of a municipal EMF in partnership
with the national Department of Environmental Affairs and Tourism (DEAT), the KwaZulu-Natal Department
of Agriculture and Environmental Affairs (DAEA) and the Department of Local Government and Traditional
Affairs (DLGTA) The project with an approximate duration of 24 months is funded primarily by the DEAT
(R1,6 million) with the DLGTA contributing a further R200 000.
SRK Consulting Engineers and Scientists, as the lead consultants, were appointed to prepare the EMF in
conjunction with a number of sub-consultants. The total specialist project team consists of some twenty four
specialist scientists.
A Steering Committee was formed to manage the process and includes representatives from DEAT, DAEA,
DLGTA, Msunduzi Municipality, uMgugundlovu District Municipality, Department of Water Affairs &
99
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Forestry (DWAF), Ezemvelo KZN Wildlife and SRK Consulting.
The EMF is a comprehensive environmental policy framework and environmental management tool which
will allow systematic conservation planning and management of the use of environmental resources, while
safeguarding important components and viable representative samples of the natural environment.
The EMF consists of the following (please note the current status of each component is noted in red):
1. Literature Review Complete
2. Situational Analysis (Status Quo) Complete
• Floodline assessment (Specialist study) Complete
• Geotechnical assessment (Specialist study) Complete
• Surface Water Resources (Specialist study) Complete
• Wetland mapping (Specialist study) Complete
• Agriculture (Specialist study) Complete
• Biodiversity (Specialist study) Complete
• Air quality (Specialist study) Complete
• Service capacity (Specialist study) Complete
• Socio-economic analysis & planning policy review (Specialist study) Complete
• Cultural heritage assessment (Specialist study) Complete
• Institutional Framework (Specialist Study) Complete
3. Strategic Environmental Assessment (SEA) Draft
NB: The Situational Analysis and Specialist Studies although complete are in draft format as they still have
to be taken through a public consultation process, together with the SEA which is currently in draft format.
The public consultation process will commence in March 2009 with the submission of all the above listed
documents to registered interested and affected parties (I&AP’s), Councilors and relevant of?cials on CD. A
hard copy of the documents will be made available at a central venue and an public meeting will be held to
present the information and invite comment.
4. Municipal Open Space System Draft
5. Environmental management framework In preparation
6. Municipal environmental policy review In preparation
7. Strategic environmental management plan (SEMP) In preparation
NB: In addition to the above, presentations on progress with the EMF were made to the LA 21 Environment
Forum, CSP Committee, ED&G Committee and CS&SE Committee in November 2008 and the EXCO
Committee in January 2009.
It is anticipated that the ?nal products will be ready for submission to Council, for consideration and approval,
early in the 3rd quarter of 2009.
4.1.2. Air Quality/Pollution
Air quality, particularly during winter, is in?uenced strongly by the local topography. Katabatic ?ow (cool air
draining into the valleys) induces temperature inversion which traps pollutants over the City. These pollutants,
which include the following: sulphur dioxide, nitrogen oxides, carbonaceous soot and hydrocarbons, have a
signi?cant and direct impact on the health of residents.
Limited monitoring and management of pollutants and pollution levels is currently undertaken however
additional monitoring stations are necessary to ensure coverage of the entire City. Upgrading and expansion
of equipment is also urgently required to facilitate monitoring of pollutants such as vehicle emissions which
is not currently measured.
NB: The National Environmental Management: Air Quality Act, section 14(3) states that: Each municipality
must designate an air quality of?cer from its administration to be responsible for co ordinating matters
pertaining to air quality management in the municipality.
100
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.1.3. Water Quality/Pollution
Water quality monitoring in streams and rivers ?owing through the municipal area is carried out by Umgeni
Water. Almost without exception this monitoring indicates very poor levels of water quality with this
important resource being classi?ed as unsuitable for human consumption without treatment and to a large
extent unsuitable for recreational use. Many residents depend directly on water harvested from these highly
polluted streams and rivers for drinking, cooking and irrigation which has direct, and on occasion, severe
health implications. Pollution and degradation of water courses also has a signi?cant negative impact on
indigenous biodiversity including aquatic organisms, riverine vegetation, animals, birds and insects.
NB: The National Environmental Management: Biodiversity Act, section 3(a) and 4(2)(a) states that all organs
of state in the national and local spheres of government must manage, conserve and sustain South Africa’s
biodiversity and its components and genetic resources. (see Item 7: Institutional Capacity and Expertise).
4.1.4. Flooding
Rapidly increasing density of settlement, including housing as well as industrial and commercial development,
is resulting in increased storm water run-off. This coupled with the destruction, degradation and reduction
of wet lands and inappropriate use of ?ood plains has signi?cantly increased the risk of downstream ?ooding.
The frequency and magnitude of ?ood events is as a result also likely to increase signi?cantly. Communities
living within or in close proximity to ?ood plains such as Sobantu, Imbali, Allandale, Rosedale, Oakpark,
Townbush Valley and Prestbury are most at risk. Damage to infrastructure such as roads, bridges, culverts,
sewer and water pipelines is also likely to occur if measures to protect ?ood plains and wetlands, as well as
manage and reduce storm water generated on site, are not introduced and implemented.
4.1.5. Waste Management and Solid Waste Pollution
Widespread illegal dumping of domestic and industrial waste as well as indiscriminate littering has reached
epidemic proportions. Illegally dumped waste degrades the natural environment including streams, open
spaces, vacant lots, building sites, roads and streets. Illegal dumping has a negative social impact as well as
direct health implications for residents. The cost of clearing illegally dumped waste is signi?cantly higher
than managing this waste at source and on approved land?ll and garden refuse sites.
4.1.6. Loss/Degradation of Natural Resources
Open spaces and other natural ecosystems provide a range of free goods and services to residents which have
a direct and signi?cant impact on quality of life and on the development of a sustainable city. These goods
and services include: recreation, genetic resources, raw materials, food production, refugia, biological control,
pollination, waste treatment, nutrient cycling, soil formation, erosion control, water supply, water regulation,
disturbance regulation, climate regulation and cultural opportunities. Indiscriminate and or poorly planned
and sited development, illegal dumping, unsustainable utilisation of natural resources and the uncontrolled
encroachment of alien invasive plants all have a signi?cant negative effect on the ability of natural systems
to deliver these goods and services. The loss of public open space and associated natural habitats and/or
systems has signi?cant social, environmental and economic implications for all residents. In the absence of
a Municipal Environmental Policy, Strategic Environmental Assessment and Environmental Management
Plan ad hoc and unsustainable development practices have and still are causing irreversible damage to public
open space and other sensitive natural ecosystems. The above mentioned plans and policies are necessary to
entrench sustainable development principles in the planning and development processes.
4.1.7. Urban Greening and Street Trees
The beauti?cation and “greening” of developments including large scale housing projects has not been
adequately planned and funded, resulting in new residential suburbs not being provided with street trees,
developed parks and managed open spaces. This has signi?cant social and environmental implications for
residents living in these areas. In addition the replacement and management of street trees within the CBD
and older suburbs has also been neglected and appropriate resources are required to address this backlog.
101
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4
.
1
.
8
.
I
n
s
t
i
t
u
t
i
o
n
a
l
C
a
p
a
c
i
t
y
a
n
d
E
x
p
e
r
t
i
s
e
C
u
r
r
e
n
t
e
n
v
i
r
o
n
m
e
n
t
a
l
l
e
g
i
s
l
a
t
i
o
n
p
l
a
c
e
s
a
c
o
n
s
i
d
e
r
a
b
l
e
r
e
s
p
o
n
s
i
b
i
l
i
t
y
o
n
m
u
n
i
c
i
p
a
l
i
t
i
e
s
t
o
p
l
a
n
f
o
r
a
n
d
i
m
p
l
e
m
e
n
t
e
n
v
i
r
o
n
m
e
n
t
a
l
l
y
s
u
s
t
a
i
n
a
b
l
e
d
e
v
e
l
o
p
m
e
n
t
p
r
a
c
t
i
c
e
s
a
n
d
t
o
m
o
n
i
t
o
r
a
n
d
e
n
f
o
r
c
e
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
.
R
e
c
o
m
m
e
n
d
a
t
i
o
n
s
t
o
a
d
d
r
e
s
s
t
h
e
c
u
r
r
e
n
t
l
a
c
k
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
c
a
p
a
c
i
t
y
a
n
d
e
x
p
e
r
t
i
s
e
w
i
t
h
i
n
t
h
e
m
u
n
i
c
i
p
a
l
i
t
y
h
a
v
e
b
e
e
n
s
u
b
m
i
t
t
e
d
b
u
t
h
a
v
e
n
o
t
a
s
y
e
t
b
e
e
n
i
m
p
l
e
m
e
n
t
e
d
.
T
h
i
s
s
h
o
r
t
c
o
m
i
n
g
i
m
p
a
c
t
s
d
i
r
e
c
t
l
y
o
n
t
h
e
a
b
i
l
i
t
y
o
f
t
h
e
m
u
n
i
c
i
p
a
l
i
t
y
t
o
d
e
l
i
v
e
r
e
n
v
i
r
o
n
m
e
n
t
a
l
l
y
s
u
s
t
a
i
n
a
b
l
e
s
e
r
v
i
c
e
t
o
a
l
l
r
e
s
i
d
e
n
t
s
a
n
d
c
o
m
p
l
y
f
u
l
l
y
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
.
I
N
T
E
G
R
A
T
E
D
E
N
V
I
R
O
N
M
E
N
T
P
L
A
N
(
P
R
O
G
R
A
M
)
O
r
g
a
n
i
z
a
t
i
o
n
a
l
S
t
r
a
t
e
g
i
c
O
b
j
e
c
t
i
v
e
:
P
r
o
v
i
d
e
,
d
e
v
e
l
o
p
a
n
d
c
o
n
t
r
i
b
u
t
e
t
o
w
a
r
d
s
a
s
u
s
t
a
i
n
a
b
l
e
,
h
e
a
l
t
h
a
n
d
n
a
t
u
r
a
l
e
n
v
i
r
o
n
m
e
n
t
a
l
N
O
.
S
E
C
T
O
R
P
L
A
N
S
/
D
E
V
E
L
O
P
.
P
R
O
G
.
D
E
P
A
R
T
M
E
N
T
A
L
O
B
J
E
C
T
I
V
I
E
S
O
R
G
K
P
I
M
E
A
S
U
R
A
B
L
E
O
U
T
P
U
T
D
E
M
A
N
D
B
A
S
E
L
I
N
E
B
A
C
K
L
O
G
2
0
1
0
/
2
0
1
1
(
A
C
T
U
A
L
B
U
D
G
E
T
)
2
0
1
1
/
2
0
1
2
(
B
U
D
G
E
T
)
2
0
1
2
/
2
0
1
3
(
B
U
D
G
E
T
)
2
0
1
3
/
2
0
1
4
(
B
U
D
G
E
T
)
2
0
1
4
/
2
0
1
5
(
B
U
D
G
E
T
)
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
1
I
n
t
e
g
r
a
t
e
E
M
F
i
n
t
o
S
D
F
r
e
v
i
e
w
I
n
t
e
r
g
r
a
t
e
t
h
e
E
M
F
i
n
t
o
S
D
F
r
e
v
i
e
w
a
n
d
p
r
e
p
e
r
a
t
i
o
n
o
f
t
h
e
L
U
M
S
E
M
F
m
a
p
p
i
n
g
i
n
c
l
u
d
e
d
i
n
S
D
F
r
e
v
i
e
w
a
n
d
p
r
e
p
e
r
a
t
i
o
n
o
f
L
U
M
S
E
n
v
i
r
o
n
m
e
n
t
a
l
c
o
n
s
t
r
a
i
n
t
s
i
n
f
o
r
m
p
l
a
n
n
i
n
g
S E E P R O J E C T L I S T O N S E C T I O N G
2
E
n
v
i
r
o
n
m
e
n
t
a
l
V
u
l
n
e
r
a
b
i
l
i
t
y
A
s
s
e
s
s
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
a
l
V
u
l
n
e
r
a
b
i
l
i
t
y
A
s
s
e
s
s
m
e
n
t
S
t
r
a
t
e
g
i
e
s
i
n
p
l
a
c
e
t
o
r
e
d
u
c
e
h
u
m
a
n
v
u
n
e
r
a
b
i
l
i
t
y
R
1
8
0
,
0
0
0
R
2
7
0
,
0
0
0
.
0
0
3
I
n
t
e
r
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
I
n
t
e
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
A
p
p
r
o
v
e
d
M
s
u
n
d
u
z
i
I
n
t
e
r
g
r
a
t
e
d
w
a
s
t
e
M
a
n
a
g
e
m
e
n
t
P
l
a
n
4
E
c
o
s
y
s
t
e
m
v
a
l
u
a
t
i
o
n
a
n
d
s
c
o
r
e
c
a
r
d
U
n
d
e
r
t
a
k
e
a
n
d
E
c
o
s
y
s
t
e
m
g
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
a
s
s
e
s
s
e
m
e
n
t
E
c
o
s
y
s
t
e
m
v
a
l
u
a
t
i
o
n
a
n
d
s
c
o
r
e
c
a
r
d
S
c
o
r
e
c
a
r
d
f
o
r
r
a
t
i
n
g
o
f
i
m
p
a
c
t
N
o
n
e
t
l
o
s
s
o
f
E
c
o
s
y
s
t
e
m
G
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
R
3
0
0
,
0
0
0
.
0
0
5
F
i
n
a
l
i
z
e
a
S
u
s
t
a
i
n
a
b
i
l
i
t
y
c
h
e
c
k
l
i
s
t
S
u
s
t
a
i
n
a
b
a
l
i
t
y
A
p
p
r
a
i
s
a
l
o
f
a
l
l
M
u
n
i
c
i
p
a
l
p
l
a
n
s
,
p
o
l
i
c
i
e
s
a
n
d
p
r
o
g
r
a
m
m
e
s
S
u
s
t
a
i
n
a
b
i
l
i
t
y
c
h
e
c
k
l
i
s
t
6
O
r
g
a
n
i
s
e
t
r
a
i
n
i
n
g
M
a
t
e
r
i
a
l
s
S
u
s
t
a
i
n
a
b
l
e
D
e
v
e
l
o
p
m
e
n
t
T
r
a
i
n
i
n
g
S
e
t
o
f
t
r
a
i
n
i
n
g
M
a
t
e
r
i
a
l
s
R
1
6
5
,
0
0
0
.
0
0
7
I
m
p
l
e
m
e
n
t
i
n
g
E
c
o
s
y
s
t
e
m
s
e
r
v
i
c
e
s
p
l
a
n
I
m
p
l
i
m
e
n
t
a
t
i
o
n
o
f
E
c
o
s
y
s
t
e
m
s
s
e
r
v
i
c
e
s
p
l
a
n
E
c
o
s
y
s
t
e
m
s
s
e
r
v
i
c
e
s
p
l
a
n
,
R
a
t
e
s
p
o
l
i
c
y
,
l
a
n
d
u
s
e
,
l
a
n
d
o
w
n
e
r
s
h
i
p
p
o
l
i
c
y
d
e
v
e
l
o
p
e
d
R
1
0
0
,
0
0
0
R
7
5
,
0
0
0
.
0
0
8
D
e
l
o
p
a
n
E
n
v
i
r
o
n
m
e
n
t
a
l
A
s
s
e
s
s
m
e
n
t
U
n
d
e
r
t
a
k
e
a
n
e
n
v
i
r
o
n
m
e
n
t
a
l
C
a
p
a
c
i
t
y
A
s
s
e
s
s
e
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
a
l
c
a
p
a
c
i
t
y
a
n
d
g
a
p
s
q
u
a
n
t
i
?
e
d
9
I
m
p
r
o
v
e
c
a
p
a
c
i
t
y
o
f
L
A
2
1
I
n
c
r
e
a
s
e
c
a
p
a
c
i
t
t
y
o
f
t
h
e
L
A
2
1
f
o
r
u
m
N
u
m
b
e
r
o
f
L
A
2
1
E
n
v
i
r
o
n
m
e
n
t
a
l
f
o
r
u
m
m
e
m
b
e
r
s
1
0
P
a
c
k
a
g
e
a
n
d
m
a
k
e
E
M
F
o
n
t
h
e
w
e
b
T
o
m
a
k
e
t
h
e
E
M
F
a
v
a
i
l
a
b
l
e
o
n
t
h
e
w
e
b
I
n
t
e
r
a
c
t
i
v
e
w
e
b
b
a
s
e
d
e
n
v
i
r
o
n
m
e
n
t
a
l
i
n
f
o
r
m
a
t
i
o
n
s
y
s
t
e
m
R
2
0
0
,
0
0
0
.
0
0
1
1
C
o
n
d
u
c
t
a
w
e
t
l
a
n
d
a
s
s
e
s
s
m
e
n
t
D
e
v
e
l
o
p
a
w
e
t
l
a
n
d
f
u
n
c
t
i
o
n
a
l
l
i
t
y
a
s
s
e
s
s
e
m
e
n
t
V
a
l
u
a
t
i
o
n
o
f
w
e
t
l
a
n
d
g
o
o
d
s
a
n
d
s
e
r
v
i
c
e
s
R
1
0
0
,
0
0
0
.
0
0
R
7
5
,
0
0
0
.
0
0
1
2
C
o
n
d
u
c
t
a
c
a
r
b
o
n
e
m
i
s
s
i
o
n
a
s
s
e
s
s
m
e
n
t
C
a
r
b
o
n
e
m
m
i
s
s
i
o
n
i
n
v
e
n
t
a
r
y
a
n
d
o
f
f
s
e
t
p
r
o
g
r
a
m
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
M
s
u
n
d
u
z
i
’
s
c
a
r
b
o
n
f
o
o
t
p
r
i
n
t
R
5
0
0
,
0
0
0
.
0
0
R
1
0
0
,
0
0
0
.
0
0
1
3
C
o
n
d
u
c
t
a
c
l
i
m
a
t
e
a
s
s
e
s
s
m
e
n
t
C
l
i
m
a
t
e
C
h
a
n
g
e
R
i
s
k
A
s
s
e
s
s
e
m
e
n
t
a
n
d
A
d
a
p
a
t
i
o
n
S
t
r
a
t
e
g
y
C
l
i
m
a
t
e
c
h
a
n
g
e
r
i
s
k
s
i
d
e
n
t
i
?
e
d
a
n
d
s
t
r
a
t
e
g
i
e
s
i
n
p
l
a
c
e
t
o
a
d
d
r
e
s
s
r
i
s
k
1
4
R
e
h
a
b
i
l
i
t
a
t
e
m
u
n
i
c
i
p
a
l
l
a
n
d
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
u
n
i
c
i
p
a
l
o
w
n
e
d
l
a
n
d
M
a
p
d
e
g
r
a
d
e
d
l
a
n
d
a
n
d
d
e
v
e
l
o
p
r
e
h
a
b
i
l
i
t
a
t
i
o
n
s
t
r
a
t
e
g
i
e
s
R
7
0
,
0
0
0
.
0
0
R
1
0
0
,
0
0
0
.
0
0
1
5
E
r
a
d
i
c
a
t
e
a
l
i
e
n
i
n
v
a
s
i
v
e
p
l
a
n
t
s
A
l
i
e
n
i
n
v
a
s
i
v
e
c
l
e
a
r
i
n
g
p
r
o
g
r
a
m
f
o
r
m
u
n
i
c
i
p
a
l
o
w
n
e
d
l
a
n
d
U
p
d
a
t
e
d
a
l
i
e
n
p
l
a
n
t
m
a
p
p
i
n
g
a
n
d
c
l
e
a
r
i
n
g
p
r
o
g
r
a
m
i
m
p
l
e
m
e
n
t
e
d
1
6
C
o
n
d
u
c
t
a
n
u
r
b
a
n
g
r
e
e
n
p
r
o
g
r
a
m
U
r
b
a
n
G
r
e
e
n
i
n
g
P
r
o
g
r
a
m
U
r
b
a
n
G
r
e
e
n
i
n
g
S
t
r
a
t
e
g
i
e
s
102
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5. STUDY ON GREATER EDENDALE MINI SDF
5.1. Introduction
A study on the economic life of the Greater Edendale was commisioned and the input below was captured with some
insight, requires a revolutionary transformative approach from the apartheid form of planning of the historically
repressed and neglected township into an urban Pietermaritzburg place of high quality representing the single
biggest investment in the city’s future.
The Business Plan done advocates and facilitates the adoption of a developmental local government system, which
is committed to working with citizens, groups and communities to create sustainable human settlements which
provide for a decent quality of life and meet the social, economic, and material needs of communities in a holistic
manner.
This is the biggest town planning and urban renewal initiative currently under way in South Africa, eclipsing both
the Cato Manor in the Durban Metro and the Alexandria Renewal Project in Gauteng.
It will provide a variety of housing choices for both poorer and af?uent residents in identi?able neighbourhoods.
Phase one is under way and is concerned with addressing the title deeds chaos, created by the previous government
administration.
Phase two will kick-start the physical development, including the installation of underground water reticulation,
and sewerage systems, overheads electri?cation, and road networks.
The Business Plan will also promote low scale commercial and community facilities within residential neighbourhoods
and explore industrial activities within the service nodes. It will also promote agricultural and resource harvesting
type activity within the ?ood plains and stream lines.
The initiative is expected to unlock the potential of creating the Greater Edendale into a City within the City.
Several poverty alleviation and eradication strategies will be explored and deployed , in view of the labour-intensive
nature of the anticipated projects.
5.2. Historical Background
Edendale has a unique place in the settlement history of South Africa and its humble beginnings are captured in a
publication [A New Portrait of an African City Africa by Laband and Haswell ed] as follows:
In 1851, 100 Christian families of Giqua, Pondo, Sotho, Tleokwa, Hlubi and Swazi origin, settled on the farm
Welverdiend, renamed Edendale. They purchased the farm on a share basis with, and under the guidance of, their
missionary James Allison. There, they laid out a village in Voortrekker grid pattern and built their houses in
European style - each in important respects pursuing an economic existence, but all united by an af?liation to the
mission, church, school and the community.
Georgetown became a self suf?cient mission community with pro?table gardening lots, a nearby tannery and a mill
and wicker works, proli?c in its days, selling its wares as far away as Cape Town. Trading with other areas was a
viable source of income.
Georgetown became an educational centre and in 1888, Georgetown men formed the Funa-malungelo [the society
of those who seek rights] and sought unsuccessfully to obtain municipal status. Throughout, its history Edendale
would suffer for want of Borough recognition. This was largely because a short-sighted colonial government refused
to see even Christian and civilized Africans as having the capacity to adopt colonial local government.
Extract by S Meintjies
103
Msunduzi Municipality Integrated Development Plan 2011 – 2016
By rural to urban African migrants who rented land from the landowners. The failure to accord Edendale municipal
status led to overcrowding and slum conditions as the area’s economic base was undermined and the rights of the
Edendale community were denied. Despite apartheid’s not-so-subtle attempts to deprive the people of Edendale of
their identity and to erode their cultural base, the Edendale area is renowned nationally for producing more than its
fair share of national struggle leaders and old Edendalers are to be found in positions of leadership in both the public
and private sectors in South Africa.
In December, 2001 the Msunduzi Municipality took a bold decision to begin the tortuous process of resolving the
land-legal issues and bringing development to the area. In order to assist landowners who had lost control and
possession of their land to their former tenants, the Msunduzi Executive Council resolved, in a dramatic reversal of
policy that, provided the ? nance could be raised, it would purchase privately-owned land with a view to developing
the area. This was the genesis of GEDI, the Greater Edendale Development Initiative. GEDI has now spawned a
social development arm, the Greater Edendale Development Forum, which represents no fewer than 34 organisations
in the greater Edendale area.
5.2.1. Poverty Eradication Strategy
In 2003 Msunduzi Municipality applied for funding from Urban Management Programme and United States
Agency for International Development for the development of a Poverty Reduction Strategy in the Greater
Edendale Area. This was part of the Greater Edendale Development Initiative. Built Environment Support
Group was contracted by Msunduzi Municipality to facilitate the development of the strategy.
[a] The objectives:
• To understand the poverty dynamics in the Greater Edendale.
• To ?nd out the role played by various stakeholders in the Greater Edendale Area in the ?ght against
poverty.
• The role of Msunduzi Municipality in poverty reduction.
• Incorporation of the Poverty reduction Strategy into the IDP of Msunduzi Municipality.
• Mobilisation of resources for the implementation of the Poverty Reduction Strategy.
Methodology
Inception Report
Justi?cation for the selection of the Greater Edendale Area as a pilot for the development of the poverty
reduction strategy
Identi?cation of the stakeholders for the project
Use of participatory research methods
Clari?cation of objectives of the project
Poverty Pro?le
The extent of poverty in the greater Edendale Area
How poverty manifests itself in Edendale
Causes of poverty in Edendale
Contemporary efforts to ?ght poverty
Consultations
Various stakeholders were consulted on their role in poverty reduction:
Schools:
Most schools invited members of the community to use the land on the school premises to start vegetable
gardens which were used for the feeding scheme. The surplus would be sold to generate income that helps
subsidise school fees for those who could not afford to pay. Schools also ran Adult Basic Education classes.
Teachers also assisted households to apply for child support grants.
104
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Churches
Most churches in the Greater Edendale area are involved in feeding schemes, income generating projects and
HIV/AIDS Support Groups.
Community Based Organisations
There were more than 50 Community Based Organisations in the Greater Edendale Area, mostly focusing on
income-generating projects, health, environment, ABET and Arts, Sports and Culture.
Non-Governmental Organisations
NGOs played a signi?cant role in capacity building for CBOs in the Greater Edendale Area. Most of the
NGOs are based in city of Pietermaritzburg.
They provide a variety of services, ranging from feeding, early learning, skills training, advocacy and lobbying,
housing and environmental issues. Some of the NGO’s have formed Networks like CINDI and PACSA.
Ward Committees
The Ward Committees plays an important role in assisting people to access municipal services. This helped
improve the relationship between communities and Msunduzi Municipality, as people felt that they were
participating in the process of improving their lives. Multi-stakeholders consultation
In November 2003 a multi-stakeholders consultation was held at Sinodale Centre.
The purpose was to consolidate the ?ndings of the various consultations. Participants in this event identi?ed
seven focus areas: The extensive work outlined above provides a foundation for poverty reduction which can
be replicated in other areas of the municipality. Should such replication be decided upon, GEDI would be
more than prepared to assist in launching the process.
1) Food Security and Environment
2) Safety and Security
3) Local Economic Development
4) Education and Training
5) Land Tenure and Housing
6) Health
7) Household and Social Issues
[c] Towards Community Participation and Municipal-Community Partnership
The participants at the multi-stakeholders consultation unanimously agreed to the formation of Greater
Edendale Development Forum to co-ordinate the activities of the seven Focus Groups towards poverty
reduction.
They also drew up a declaration to be signed by Msunduzi Municipality and Greater Edendale Community
towards a Municipal-Community Partnership against poverty.
The Greater Edendale Development Forum was formed in 2004 and has been registered as a Not-for-Pro? t
Organisation through the NPO Directorate of the National Department of Social Development.
The Forum works with Ward Councillors and Ward Committees, and is also represented on the Greater
Edendale Development Initiative Project Committee. Greater Edendale Development Initiative provides
support to the Forum and the Focus Groups to promote community participation. GEDI also helps with
mobilization of resources for the implementation of the Focus Groups Plans.
105
Msunduzi Municipality Integrated Development Plan 2011 – 2016
[d] Way Forward
The extensive work outlined above provides a foundation for poverty reduction which can be replicated in
other areas of the municipality. Should such replication be decided upon, GEDI would be more than prepared
to assist in launching the process.
[2] Local Economic Development
The Msunduzi Municipality has identi?ed the Greater Edendale Area as a priority area for social and economic
development. In response thereto, consultants were appointed to prepare a Local Economic Development
Strategy of the Greater Edendale Area.
A number of strategic programmes designed to unlock the development potential of the GEA and
mobilise stakeholders in support of its development have been developed and are now at different stages of
implementation.
The LED Strategy was developed based on the following Scope of Work:
• Undertaking an inventory, assessment and identi?cation of gaps in existing research (including
background material and organizations).
• Socio-economic analysis, which includes an assessment of the HIV and AIDS rate, poverty assessment,
income & expenditure pro?le, etc.
• Economic analysis including a sector analysis and a proposed Edendale business and labour market
survey.
• Spatial analysis.
• An analysis of the economic sectors and the demand for goods and services within the Greater Edendale
Area.
• Integration with the IDP and the Poverty Reduction Framework.
• A SWOT analysis of the area and the economy to identify the competitive advantages and disadvantages.
• Identi?cation of possible strategic interventions.
• De?ning programmes and identifying potential projects.
The Local Economic Development Strategy for the Greater Edendale Area is developed within a framework
of developmental local government and emphasizes developmental LED.
It puts greater emphasis on addressing severe problems of unemployment and poverty, while creating a
framework for investment and economic growth.
Its intention is to contribute to the achievement of the general Municipal development vision and economic
development strategies speci?cally.
[3] Organisational Structure and Institutional Arrangement
Apartheid has fundamentally damaged the spatial, social and economic environments in which people
live, work, raise families, and seek to ful?ll their aspirations. Local government has a critical role to play in
rebuilding local communities and environments, as the basis for a democratic, integrated, prosperous and
truly non-racial society. The Constitution of the Republic of South Africa mandates local government to:
• Provide democratic and accountable government for local communities.
• Ensure the provision of services to communities in a sustainable manner.
• Promote social and economic development.
• Promote a safe and healthy environment.
• Encourage the involvement of communities and community organizations in the matters of local
government.
106
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Local government must also promote the Bill of Rights, which re?ects the nation’s values about human dignity,
equality and freedom, and uphold the principles enshrined in the Constitution. Within the framework of the
Constitution, the basis for a new developmental local government system is presented, which is committed
to working with citizens, groups and communities to create sustainable human settlements which provide
for a decent quality of life and meet the social, economic and material needs of communities in a holistic way.
The establishment and functioning of GEDI is de?ned and is informed by the above Developmental Local
Government vision.
[4] Transportation: Edendale/Northdale Corridor Project
The Edendale/Northdale Corridor project is to develop an improved transportation corridor extending from
Georgetown in Edendale through the CBD to Northdale over a length of about 17km.
The Vision for the project is described as:
Advancing the city of choice through affordable, sustainable and integrated mobility in the Pietermaritzburg
Metropolitan Area with speci?c emphasis on the Edendale-Northdale Corridor.
The Mission to guide the project is de?ned as:
To promote public transport and non-motorised transport along the Edendale/Northdale Corridor by
improving infrastructure and services through integrated transport and land use developments.
[5] Integrated Environmental Management Plan
Consultants were appointed to undertake an Environmental Assessment Study of the Greater Edendale Area.
The Study was deemed imperative in the forward planning and development of the area and consequently,
informing the creation of an integrated and sustainable urban environment.
In terms of the National Environmental Management Act, sustainable development means the integration
of social, economic and environmental factors into planning, implementation and decision making so as
to ensure that development serves present and future generation. The International Council for Local
Environmental Initiative uses the following de?nition which is focused specially at service provision at a
local level:
“Sustainable Development is development that delivers basic environmental, social and economic services to
all residents of a community without threatening the viability of the natural, built and social systems upon
which the delivery of these systems depends’’.
[6] Land Use Management System
To advance the development of the Greater Edendale Area in an integrated and co-ordinated manner and to
lead the land acquisition and housing delivery programme, it is recorded that:
• The Greater Edendale Area has been the subject of a macro planning analysis and has been divided into
18 Functional Area. Broad brush plans have been prepared for each of the functional areas detailing
the role, character, spatial features and key development interventions that are required in order for the
functional area to reach basic performance levels.
• The Edendale Corridor Functional Area was identi?ed, by the Executive Committee, as a priority
project towards the development of the Greater Edendale Area. The Executive Committee directed
that a planning study be conducted in order to produce both necessary plans, as well as to produce a
methodology, to be followed for the planning of the balance of the Greater Edendale Area.
• In this case, the provision of basic needs and security of tenure locked within an urban renewal strategy
were recognised as the principal elements of the project. This urban renewal strategy was further
debated within a broader planning context where, the need to prepare a ‘physical framework plan’ at an
urban landscape level promoting the revitalisation of the area was recognised and deemed imperative.
• In so saying, the nature and the character of the project was primarily framed within this context.
107
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Accordingly, the principle components of the pilot study were:
• To establish a detailed physical Development Framework suitable to direct and manage investment
within the Corridor.
• To identify the location and extent of key development opportunity zones and the associated physical,
institutional and ?nancial requirements to enable development within them.
• To prepare conceptual design solutions for each development opportunity.
• To identify critical actions required for each of the above to be implemented including the assembly of
land, detailed design actions required, establishment and or re?nement of land use and environments
management mechanism, assessment of infrastructure requirements such as access, sewerage disposal
etc.
• To evaluate and prepare recommendations regarding existing outstanding development applications
and or enquiries within the Corridor.
• To prepare order of magnitude costs and budgets for the establishment of public infrastructure
necessary for facilitating development.
• To priorities phasing of development within the Corridor as a whole and within each development
opportunity zone.
On return of technical comments from the various business units, the Edendale Corridor Framework plan
will be ?nalised and presented to the Executive Committee to be adopted as part of the IDP.
Moreover, by way of the Grant funding made available by the DBSA, the planning of the remaining functional
areas will be proceeded with.
108
Msunduzi Municipality Integrated Development Plan 2011 – 2016
109
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION E: SECTOR INVOLVEMENT
1. SECTOR DEPARTMENTS/DISTRICT AND MSUNDUZI MUNICIPALITY IDP
ALIGNMENT
There are various technical committees that are in place to address various programmes for water, sanitation, roads, transport,
land reforms, economic development, etc. Our main challenge is to participate fully at the high level forum that was formed and
launched in 2007 at the Royal Showground in response to Premier’s call for a high level forum at the District level to address
issues of intergovernmental. This initiative would be championed at the District level by the District. Membership of such a
forum would be comprised of the municipal managers and mayors of the eight municipalities as well as district managers of the
sector departments. It is the City’s hope that this forum would shape its agenda and begin to look at issues speci?cally relating to
the Capital City Status; the metro status; service agreements; alignment of systems and personnel; backlogs facing the City etc.
There is an IGR forum at the district level at which the Msunduzi Municipality sits as the member and the issues of co-operative
governance are deliberated. It is hoped though that, this forum would begin to deliberate on issues of long term planning and
mobilize necessary projects speci?c funding.
2. CO-EXISTENCE OF THE LOCAL GOVERNMENT AND THE TRADITIONAL
LEADERSHIP
It was long before the promulgation of the KwaZulu-Natal Traditional Leadership and Governance Act, N0. 5 of 2005, the
Municipality spearheaded participation and the role of amakhosi within the Msunduzi Municipality 2007/08 and 2008/09. The
Municipal Structures Act states that, “Traditional Authorities that traditionally observe a system of a customary law in the area of
a municipality may participate in the proceedings of Council of that municipality, and those traditional leaders must be allowed
to attend and participate in any meeting of the Council”.
In order to realize the above legislative dictate, the Speaker has had meetings with Amakhosi falling under the jurisdiction of
Msunduzi Municipality. Those meetings were a huge success with the attendance of the MEC: Finance & Economic Development
(KwaZulu Natal), the Mayor, and Chief Whip. Izinduna serving under various areas of Amakhosi were also in attendance as well
as Ward Councillors and representatives from the Ward Committees.
The initiative by the Speaker had been well received by the Council and the following issues were highlighted in order to build
on this relationship:
a) Amakhosi being invited to all meetings of the municipality and participate in discussions
• Amakhosi have been allocated to Council’s standing committees in order to be actively involved in the discussions
happening in those meetings. They will also be attending Executive Committee and Full Council meetings.
b) Provision of an of?ce for Amakhosi at the City Hall and supporting staff
• An of?ce has been allocated for Amakhosi in the City Hall.
c) Providing ?nancial support for programmes and projects
• An undertaking has been made by the Municipality to ?nancially support projects in the areas of Amakhosi which are
aimed speci?cally in enhancing an understanding of Msunduzi’s history and cultural heritage. The Msunduzi Municipality
respected the existence of traditional leadership and various consultations were held with Amakhosi when the preparations
for local democratically elected governments prior and post 1994 as well as izimbizo earlier and in April 2006/2007 to date.
As we believe that the legislation restores the dignity of the institution of traditional leaders, the Msunduzi welcomes the
establishment of Traditional Council of Traditional Leaders at the District level. We also reiterate the Premier’s speech that such
structures will be vehicles for promoting peace, development and democracy at the local level. As the municipality founded on
principle to serve our communities, we embrace the co-existence of traditional leadership and democratically elected councilors
to ensure ef?cacy in delivery of services to communities.
110
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3. INTERNATIONAL AND INTERGOVERNMENTAL RELATIONS
3.1. International Relations
It is without saying that the increased global competitiveness and local competitiveness have direct impact in and between our
cities. Due to this phenomenon, Msunduzi Municipality had to foster a Twining of Cities with cities like Hampton, Virginia
Beach and Atlanta (Agreement was recently signed) in United States of America; Zhengzhou and Guangzhou in China; Wuhan
in Taiwan and Lincoln in United Kingdom. Such engagements had bene?ted all cities involved and more lessons were learnt. It
is also on the same breath that Msunduzi has to foster such relations with cities within the African continent to realize some of
the objectives as expounded in the African Union (AU), New Partnership for Africa Development (NEPAD) and cross-borders’
challenges facing the Southern African Development Countries (SADC).
Joint overseas trips between the sector departments and Msunduzi Municipality represented by both of?cials and political heads
had renewed hopes for sustainable and coordinated economies at the provincial and local levels. In addition to these engagements
above various departments through interaction with the Municipality had allocated the following projects and funds for the city.
4. SECTOR DEPARTMENTS INVOLVEMENT
Many endervours are made to make the Intergovernment Relations a reality and the following clusters are existing at the
district level
(include the cluster model here)
The ?nalisation of this model from inside-out the municipality is to streamline these structures in order to improve
communication internally and externally, whilst doing that, we need to bring on board sector departments in a more practical
and realistic manner not as a lip service to the IDP process as well as other stakeholders and interest groups such as ward
committees, business, CBO, NGOs, religious sector, amakhosi etc.
4.2. uMgungundlovu District Municipality
Responsibilities
3-5
Programmes
Project Cost Start of Project
KPA Supported by
the Programme
Conduct Feasibility Study & BP for
SMME Incubator concept
Edendale SMME
Incubator
200 000 2010 Local Economic
Development
2nd year scholarship for fashion
student
Project Gateway
– Scholarship
40 000 ongoing Local Economic
Development
Provide Msunduzi ICT Incubator Msunduzi ICT
Incubator
2 000 000 2010 Local Economic
Development
4.3. Sector departments
4.3.1. Department of Arts and Culture
No. Responsibilities
3-5
Programmes
Project
Cost
Start of
Project
KPA Supported by the
Programme
1 Support to Arts and Culture Forums
(all wards)
Arts and Cuotural
Forums
5 000 Ongoing Good Governance and Public
Participation
2 Establish and Support war on poverty
cadres (all wards)
War on Poverty 5 000 ongoing
3 Support/facilitate multicultural prog Multicultural prog 180 000 2010
4 Moral Regeneration Programme-
focusing on women ,youth and
disabled ( All Wards)
Moral
Regeneration
85 000 2010
5 Visual Arts and Craft Promotion
( Access to LM and exhibition
platform)
Promotion of
visual arts and
craft
80 000 2010 Local Economic
Development
111
Msunduzi Municipality Integrated Development Plan 2011 – 2016
No. Responsibilities
3-5
Programmes
Project
Cost
Start of
Project
KPA Supported by the
Programme
6 Hip Hop,Story Telling and Kwaito
eliminations ( All Wards
Story telling-Hip
hop and Kwaito
25 000 2010 Local Economic
Development
7 Non Accredited skills training (
visual arts, craft and performing arts
training
Skills training-
visual arts,
performing arts,
craft
100 000 2010 Local Economic
Development
8 Performing Arts Promotion Performing Arts
Promotion
50 000 2010 Local Economic
Development
9 •Providing a platform and market to
visual artists, crafters and promoters
Platform to market
art products
150 000 2010 Local Economic
Development
10 Conduct Research on Geographical
Names ( all local municipalities)
Research on
Geographical
Names
236 000 for
proj 1-2
April 2010-
March 2011
Institutional Transformation
and Development
11 Provide the following services:
translation,intrepreting and editing
as per request from LMs
translation,
intrepreting and
editing
110 000 April 2010-
March 2011
Institutional Transformation
and Development
12 Rolling out of the Training Manual
for translation and interpreting
Training Manual 50 000 Sept 2010-
March 2011
13 Implementation of the Provincial
Language Policy at provincial and
local levels
Provincial
Language Policy
58 000 April 2010-
March 2011
Good Governance and Public
Participation
14 Promotion of authorship and
readership of indigenous language
literature
authorship
and readership
of indigenous
language literature
275 000 April 2010-
March 2011
15 Payment of subsidies -Msunduzi Subsidy 75 000 1-Apr-10
16 •To ensure proper management
and care of the public recoreds the
Archives will do the following:
•Tribal Secretaries Course and
•Tribal Secretaries Course
Archiving of
public records
8 000 16-18 October
and 15-18 Feb
2010
17 Installation of counting systems in
the Georgetown Library
counting system 60 000 Apr-10 Institutional Transformation
and Development
4.3.2. Department of Housing
Responsibilities 3-5 Programmes Cash?ows Start of Project
KPA Supported by the
Programme
Copesville housing project Copesville housing 4 443 490 ongoing Basic services
Edendale S housing
project
Edendale S housing
project
558 ongoing
Edendale T2 and T3 Edendale T2 and T3 3 797 360 ongoing
Edendale Unit H housing
project
Edendale Unit H
housing project
1 346 828 ongoing
Khayalethu upgrade Khayalethu upgrade 2 459 082 Plannin/feasubility
Lot 182 Sinathing housing
project
Lot 182 Sinathing
housing project
8 648 478 ongoing
Msunduzi wirewall
housing project
Msunduzi wirewall
housing project
14 313 067 ongoing
Willowfontain housing
project
Willowfontain housing
project
17 841 197 ongoing
112
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.3.3. Department of Agriculture, Environment Affairs and Rural Development
Environment Services
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by the
Programme
Environmental awareness
and capacity building
Environmental
awareness and capacity
building
150 000 Apr-10
Urban Greening Urban Greening 300 000 Apr-10
4.3.4. Department of Health
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Clinic upgrade Entembeni Clinic 1 589 234 currently
Clinic upgrade Nxamalala Clinic 2 294 754
Clinic upgrade KwaMpande Clinic On hold-
budget
constrains
Down referral sites Ntembeni, Sondelani, Pata and
Willowfontein
2010
Existing ARV sites Central Clinic, Doris Goodwin
TB Hospital, Ntembeni Clinic,
Sondelani Clinic, Taylors Halt
Clinic
Currently
available
Extension of working
hours to 24 hours on call
service
Primary Health Care - Nxamalala
and Mafakatini
Dental outreach prog Dental service Currently
available
4.3.5. Eskom
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by the
Programme
Households electricity connections
for 885 households
Households electricity
connections
2010 Basic services
4.3.6. Umgeni
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Upgrade 251 water raw pipeline Upgrade water raw
pipeline
19 940 000;
19 340 000;
600 000
Currently;
2010/2011;
2011/2012
Basic services
Groenekloof upgrade reservoir to bene?t
wards 1,2, and 26
Groenekloof upgrade
reservoir
500 000;
15 230 000;
1 270 000
2014/2015;
2015/2016;
2016/2017
DV Harris pipeline upgrade to bene?t
wards 25 and 26
DV Harris pipeline
upgrade
13 000 000 2010/2011
113
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Responsibilities 3-5 Programmes Project
Cost
Start of
Project
KPA Supported by
the Programme
Worlds View reservoir to bene?t ward 26 Worlds View reservoir
upgrade
4 500 000; 55
700 000; 27
310 000; 4
500 000
2014/2015;
2015/2016;
2016/2017;
2017/2018
ED2 to ED4 Pipeline upgrade to bene?t
wards 13, 19 and 24
ED2 to ED4 Pipeline
upgrade
71 000 000; 6
400 000
2010/2011;
2011/2012
ED4 to Umlaas Road Pipeline to bene?t
wards 18 and 37
ED4 to Umlaas Road
Pipeline upgrade
1 000 000; 79
730 000; 83
270 000; 11
500 000
2010/2011;
2011/2012;
/2012/2013;
2013/2014
Richmond Pipeline upgrade to bene?t
ward 18
Richmond Pipeline
upgrade
22 182 000;
104 400 000;
97 500 000;
10 000 000
2010/2011;
2011/2012;
/2012/2013;
2013/2014
4.3.7. Department of Rural Development and Land Reform
MSUNDUZI/PIETERMARITZBURG GAZETTED CLAIMS :
No. Reference
No.
Claimant Rural District Prop. Description Date Comment
1 KRN6/2/2/
E/38/0/0/150
P. M.
SIKHAKHANE
on behalf of the
KWAGUBESHE
COMMUNITY
RURAL PMBURG Remaidner of the farm
Zwaart Kop Native
Location No. 4669
10-11-2006 notice no.
1559 of 2006
2 KRN6/2/2/
E/38/0/0/151
P. GALLAGHER RURAL PMBURG Sub 2 of the farm Wartle
8049
03-03-2000 notice no. 710
of 2000
3 KRN6/2/2/
E/38/0/0/202
N. SIBISI RURAL PMBURG Rem of farm NELSRUST
No 0849, Rem of farm
NOOD GEDACHT NO
0903, MEYERS HOEK
No 0847, ONRUST NO
0848 commonly known as
BAYNESFIELD ESTATE
11/17/1995 notice no.
1187 of 1995
4 KRN6/2/2/
E/38/0/0/46
M. M.
COLVELLE
on behalf of the
COLVELLE
FAMILY
RURAL PMBURG Remainder of Portion 2 of
the farm Moor No. 1997
AND 2 other properties
13-04-2006 notice no. 519
of 2006
5 KRN6/2/2/
E/38/0/0/5
V. I. PILLAY
on behalf of the
PILLAY FAMILY
RURAL PMBURG Remainder of Portion 12 of
the farm Welverdient No.
1384
15-06-2006 notice no. 771
of 2006
6 KRN6/2/2/
E/38/0/0/50
M. A. NYAWUSA
on behalf of the
MKHONDENI
COMMUNITY
RURAL PMBURG Erf 177 of the Township
of Bellevue and 30 other
properties
04-07-2003 published
i.t.o. Notice
no. 1776
of 2003,
amended on
26-09-2003
i.t.o. Notice
no. 2392 of
2003
114
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MSUNDUZI/PIETERMARITZBURG GAZETTED CLAIMS :
No. Reference
No.
Claimant Rural District Prop. Description Date Comment
7 KRN6/2/2/
E/38/0/0/54
T. J. ZIMU on
behalf of the
BISHOPSTOWE
COMMUNITY
RURAL PMBURG Remainder of Portion 3
of the farm Whispers No.
13893 AND 140 other
properties
10-11-2006 notice no.
1560 of 2006
8 KRN6/2/2/
E/38/0/0/68
M. S. MAJOZI
on behalf of the
AMAQAMU
TRIBE
RURAL PMBURG Portion 2 of the farm
Doornhoek No. 796 and 105
other properties
04-07-2003 notice no.
1773 of 2003
9 KRN6/2/2/
E/38/0/0/70
INKOSI T.
MKHIZE
on behalf of
the EMBO
COMMUNITY
RURAL PMBURG Portion 1 of the farm
Goedverwachting No. 1349
AND 30 other properties
09-06-2006 notice no. 739
of 2006
10 KRN6/2/2/
E/38/0/0/79
N. T. MNCWABE
on behalf of the
MPUSHINI/
ASHBURTON
FARM
COMMUNITY
RURAL PMBURG Erf No. 133 of Shortts
Retreat Township and 88
other properties
27-06-2003 published
i.t.o. Notice
no. 1746
of 2003,
amended on
26-09-2003
i.t.o. Notice
no. 2393 of
2003
11 KRN6/2/2/
E/38/0/0/8
B. L. MSOMI
on behalf of
the FOXHILL
COMMUNITY
RURAL PMBURG Erfs 45, 46, 150, 151 and
152, Slang Spruit Township
09-06-2006 notice no.
7410 of 2006
12 KRN6/2/2/
E/38/0/0/80
M. N. MBONGWE RURAL PMBURG Erven 6, 7, 8, 13, 14, 18
AND 49, Trust Feed
Township
10-11-2006 notice no.
1549 of 2006
Original Land claims lodged were (rural = 221 and urban = 2321) and consolidated claims were (rural = 184 and urban
=1024) and so far only 12 gazetted
115
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION F: IMPLEMENTATION PLAN
1. INTRODUCTION
The Municipality is structured according to the National Key Performance Areas (KPAs) in order to ensure comprehensiveness
in programmes and to meet desired outcomes in the execution of the City’ mandate. There are ?ve strategic business units/
departments that are responsible for various programmes, projects and plans and they are linked to the KPAs in the following
order:
Infrastructure Development, Financial Management, Community Service Delivery and Good Governance.
Despite the alignment of the business units according to the National KPA’s the performance agreements for DMM’s are cutting
across the KPA’s with different waiting depending on focus areas and this is consistent with the organization PMS. In order to
ensure compliance, communication and supporting of various operations within and externally to the Council, the Corporate
Business Unit (CBU) acts as the umbilical cord within and between the administration and the polical leadership.
2. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
There are critical structures of the IDP that are in place to ensure and maximize community and stakeholders participation.
The Msunduzi Council; the Executive Committee; Portfolio Committees and subcommittees; the Management Committee, the
IDP Broad Planning Technical Committee, the Stakeholders Sector Fora; Ward Committees; ?ve Traditional Councils within
the municipal area are playing critical roles towards contributing in the socio-economic lives of the people of Pietermaritzburg.
The ?ve Area Based Management zones of the City are running of?ces in those ABM areas to ensure the accessibility of services
to the rate payers and bene?ciaries of those services. In the Vulindlela area, of?ces are running at some of the traditional council
of?ces, whilst the municipality is in the process of building multi-purpose centres in those zones that are not provided with such
centres. The municipality participates in the District Traditional Council together with other municipalities at the District level.
In order to put some of the structures in perspective, the following points are intended to explain the running, coordination and
alignment of the IDP.
2.1 The Msunduzi Municipal Council
(a) Receive regular (monthly) reports on the progress of the IDP Review.
(b) Will be required to consider and adopt amendments to the IDP.
2.2. Executive Committee
(a) Manage, through the City Manager (or alternate) the review process.
(b) Recommend the IDP review process to the Council.
(c) Recommend the IDP revisions to the Council.
(d) Allocate resources for reviewing the IDP.
2.3. The IDP Steering Committee (meeting regularly monthly)
(a) comprising of:
(i) The Mayor
(ii) The Deputy Mayor
(iii) The Executive Committee Members
(iv) IDP Champions (elected from the different party caucuses)
(v) City Manager (or alternate) [chairperson]
(vi) Strategic Executive Managers
(vii) Two SAMWU representatives
(viii) Two IMATU representatives
(ix) The IDP coordinating Team
(b) Provide terms of reference for all reviewing and planning activities
(c) Commission IDP planning studies, programmes and projects.
(d) Process, summarize and document outputs from sub-committees, teams etc.
(e) Recommend amendments to the contents of the IDP
116
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(f) Prepare, facilitate and document meetings and workshops
(g) Ensure alignment and participation in the determination and prioritization of plans and programmes in the
spirit of cooperative governance (to be negotiated)
2.4. Executive Management Committee
(a) Comprising:
(i) City Manager or alternative
(ii) Strategic Executive Managers or alternatives
(b) Facilitate and coordinate the activities of IDP Technical Task Teams
(c) Provide technical advise and input
(d) Develop proposals for the IDP steering Committee to consider
(e) Communicate and implement the programmes and projects in the IDP.
(f) Clear bottlenecks and manage relationships between stakeholders.
2.5. The IDP Broad Planning Technical Committee or City Manager IDP Coordinating Committee
(a) Comprising of:
(i) City Manager (or alternate)
(ii) Administrative Support
(b) Prepare the IDP review Process Plan
(c) Identify resources people
(d) Coordinate and manage the components of the planning process, including:
(i) Stakeholders’ involvement
(ii) Meeting deadlines
(iii) Horizontal and Vertical Alignments
(iv) Compliance with national and provincial requirements
3. INSTITUTIONAL ANALYSIS
3.1. Introduction
A general observation across programmes within local government, a general perception is that government
employees tend to work less then their counterparts in private businesses, and associated with that low staff morale;
excessive time is taken to complete jobs, resulting in low productivity. The available human resources are not used to
their full potential. It was Council’s desire to ensure that at the end of its term there remains a highly motivated and
productive workforce delivering ef?cient and cost effective services. This concern was raised in 2006/2007 ?nancial
year, even though some staff members were promoted through the placement process, a lot is desired in this regard.
Unfortunately the placement process is to be completed, particular the job evaluation process and the job writing
process is almost complete.
The following strategies were put in place to advance the goals of the municipality.
• Introduction of self-directed teams
• Out sourcing of non-competitive functions
• Mechanisms to measure and compare productivity
• Integration, rationalisation in service delivery
• Review of human resources policies
• Introduction of performance management system (to cascade to the lower levels in the organisation)
• Application of staff management systems (Discipline, motivation, training and others)
• Staff and skills audit
• Workforce planning and human resources development
117
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4. ORGANOGRAM
ORGANISATIONAL STRUCTURE
The Municipal Organizational Structure (Refer Organogram below) consists of 5 separate business units headed by a Strategic
Executive Manager (DMM) who reports directly to the Municipal Manager.
MUNICIPAL STAFFING AND BUDGETS 2008/2009
Total number of municipal staff currently employed 3156
Total number of vacancies 2238
Total numbers of approved positions 4899
Total estimated operating budget 2010/2011 2,2
Actual operating budget 2009/2010
Total capital budget 2009/2010 619
Total actual capital budget 2009/2010
Total staff budget 2009/2010 528
Indicate the estimated rates income for 2009/2010
Indicate the actual rates income for 2009/2010
Indicate the total estimated grant income for 2009/2010 2098
Indicate total actual grant income for 2009/2010
Indicate total estimated income for services charges for 2009/2010
Indicate total estimated income for services charges for 2009/2010
Municipal Council
Political Oversight
Community Services
Political Oversight
Infrastructure Services
Political Oversight
Financial Services
Political Oversight
Good Governance
Executive Committee
Portfolio Committee
Community Services
Portfolio Committee
Infrastructure Services
Portfolio Committee
Financial Services
Portfolio Committee
Good Governance
Municipal Manager
Strategic Executive
Community Services
Strategic Executive
Infrastructure Services
Chief Financial Of?cer
Marketing and
Public Relations
Management
Human
Resources
Management
Legal Services
and Legislative
Compliance
Council and
Committee
Support
Information
Management
Economic
Development
Internal Audit
and Compliance
118
Msunduzi Municipality Integrated Development Plan 2011 – 2016
ORGANIZATIONAL STRUCTURE - MANCO
Municipal Manager
Strategic Executive
Community Services
Strategic Executive
Infrastructure Services
Chief Financial Of?cer
Marketing and
Public Relations
Management
Human
Resources
Management
Legal Services
and Legislative
Compliance
Council and
Committee
Support
Information
Management
Internal Audit
and Compliance
Economic
Development
FUNCTIONAL AREAS
The following functional areas have been identi?ed in order to develop a fully functional organisation to deal with the identi?ed
problem areas.
4.1 Financial Management Area
• Budget and Treasury Management
• Budget and Tariffs
• Annual Financial Statements
• Management Accounting
• Supply Chain Management
• Tenders
• Quotations
• Creditors Database
• Expenditure Management
• Contract Management
• Payments
• Remuneration
• Inventory Management
• Revenue Management
• Billing
• Rates
• Credit Control
• Debt Collection
• Cash Receipts and Banking
• Customer Care
• Financial control and Cash Management
• Cash Management
• Financial Systems Management
• Reconciliations
119
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.2 Infrastructure Development, Service Delivery and Maintenance Management Area
• Municipal Infrastructure planning, funding, maintenance and development Management
• Municipal Infrastructure Grants
• Municipal Infrastructure Planning
• Fleet Management
• Mechanical Workshop
• Asset Management and Maintenance
• Housing and Human settlement development Management
• Housing
• Town Planning
• Valuations
• Electricity distribution Management
• Administration
• Maintenance
• Planning
• Networks
• Connections
• Water distribution and sanitation Management
• Administration
• Maintenance
• Planning
• Networks
• Connections
• Sanitation
• Waste Management
• Waste Removal
• Refuse Collection
• Land?ll sites
• Transfer Stations
• Roads and Stormwater
• Administration
• Maintenance
• Planning
• Storm Water
4.3 Sustainable Community Service Delivery Provision Management Area
• Regional Community Services Provision Management
• Airport
• Health Services and Clinics
• Libraries
• Cemeteries
• Environmental Health
• Community Services Provision Management
• Parks
• Sport and Recreation
• Market
• Forestry
• Municipal public works
120
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Public Safety, Enforcement and Disaster Management
• Traf?c
• Licensing
• Public safety
• Fire ?ghting services
• Disaster Management
4.4 Good governance and Management Control Area
• Internal Audit and Compliance
• Internal Audit
• Enterprise Wide Risk Management
• Compliance
• Council and Committee Support
• Mayor’s Of?ce
• Deputy Mayor’s Of?ce
• Speaker’s Of?ce
• Chief Whip’s Of?ce
• Committee Services
• Legal Services and Legislative Compliance
• Corporate and Legal
• Bylaws
• Delegations Management
• Policies, Processes and Procedures
• Human Resources Management
• Performance Management
• Labour Relations
• Recruitment and Selection
• Occupational Health
• Job Evaluation
• Training and Development
• Employee Relations
• Marketing and Public Relations Management
• Tourism
• Marketing
• Public Relations
• Call Centre
• Events Co-ordination
• Information Management
• Management Information Systems
• Secretariat
• Information Centre
• Printing
• Area Based Management
• Information Systems Technical Support
• Economic Development and Planning
• Local Economic Development Management
• Integrated Development Planning
• Service Delivery and Budget Implementation
121
Msunduzi Municipality Integrated Development Plan 2011 – 2016
4.5 Restructuring and Placement
The progress made towards the successful restructuring of the organization, the appointment of the senior
management team, the development of the appropriate relevant policies and procedures thereof, has set the place
of fundamental focus to enhance service delivery internally from a Personnel perspective. The ?rst ?ve year term
of a democratized and developmental local government, so the culmination of many projects and projects which
were predominantly driven by the Council’s obligation to Law ?nalize the restructuring of the organization and to
promote services in respect of the IDP.
The ?nalization and adoption of the new organizational structure underscored our quest for principle of total
quality management and sound governance. That was further intensi?ed by the steadfast sense of commitment of
the Placement Committee who together with co-operation of the Unions and mutual interest of Council, took the
Msunduzi Municipality to another level. During the birth of this team spirit, the Placement Committee encountered
the challenge to place approximately 3400 employees. The placement process eventually met all the expectations.
That resulted in quite a small percentage of disputes being received. Only 120 of which 100 of them were resolved
internally and the 20 were referred to South African Local Government Bargaining Council for determination
through Conciliation and Arbitration. The victorious acknowledgement of the “organizational ?t” was accomplished
where ultimately only 4 employees remained in the “Corporate pool” as being unplaced. Of critical importance
during this process, the City of Choice also heeded to the call within the social responsibility framework in respect
of job creation. The decision to employ those employees who rendered a service to the municipality via Labour
Brokers was also adopted. Approximately 78 and 71 temporary employees were appointed to positions within A, B
and C bands respectively.
5. PERFORMANCE MANAGEMENT SYSTEM (PMS)
There were challenges in cascading the performance management system to all levels of the municipality so that each individual
may understand their role within the municipality in achieving the set goals. Since 2002 the performance management contracts
were only signed with the City Manager, Strategic Executive Managers reporting to the City Manager and Process Managers.
In the meantime, the Municipality is phasing in the PMS in order to be implemented fully, never-the-less, the Service Delivery
Budget Implementation Plan (SDBIP) was used as the municipal tool to monitor and evaluate the organizational performance
and the Annual Performance Report is generated from the SDBIP.
Part of the IDP review for 2010/2011, the Municipality was able this time to prepare the IDP using the following template that
will align the Organizational Performance Management System with other processes such as the Budget, SDBIP and PMS.
6. EMPLOYMENT EQUITY
The City of Choice, like all government structures had the birthmark of the entrenched key apartheid policies. The staff component
at strategic positions did not re?ect the demographics of the municipal area and the approved Equity Plan had to be activated
to address the imbalances created by apartheid employment policies. Past employment practices have created an organisation
not fully representative of the people of the municipal area, with African males and females not equally represented at the senior
structures of the organisation.
In the past 5 years we sought to meet those goals set out in the equity plan by ensuring that 25% of the designated staff are on
af?rmative action programme with requisite resources to develop them, that is, 2% of the salary bill be invested in developing
staff from designated groups.
To date, the City of Choice has complied with the required provisions of the Employment Equity Act.
122
Msunduzi Municipality Integrated Development Plan 2011 – 2016
7. HUMAN RESOURCES DEVELOPMENT (EDUCATION AND TRAINING: CITY’S APPROCH
TO SKILLS AND DEVELOPMENT TOWARDS THE ECONOMIC DEVELOPMENT AND
GROWTH OF THE CITY)
The Municipality through Human Resources Development Unit under the Corporate Services Department is the custodian or
champion for skills development on behalf of the Municipality. Various training interventions are conducted through different
levels in the organisation. There are training programmes that are attended to equip the employee in order to improve the quality
and standard of service delivery. The Workplace Skills Plan is developed along the LGSETA guideline. Almost what is due to the
municipality in terms of the training rebates is collected on an annual basis in full. Whilst the Human Resources Development
Unit is tasked to improve the competency of our employees the unit is also responsible to work in partnership with various
departments and training providers and communities to improve the level of skills, knowledge and behavior of our employees and
citizens to be active participants in the city and the economic development and growth of the city
The Following inputs provide insight to various programmes and projects.
7.1 Workplace Skills Plan Pro?le
• 28, 66% of total employees have NQF Level 1 and below
• Less than 27.04% of employees have NQF 2, 3, 4
• 13% have NQF 5 and above
• 74.26% of directors, Corporal Managers and pereferential have NQF level 6 and above
• 46.04% of technicians and trade makers have NQF 5 and above.
7.2 Skills Priority for 08/09
• Apprenticeship electrical and mechanical
• Leadership: Construction, carpentry, ?tting and turning, LED and IDP
• Targeted 50% of total people with NQF 1 and below
7.3 Internship
Linked to LGSET scares skills area such as Finance, Valuations, Audit, Supply Chain Management, ICD, Land
Survey, Civil Engineering, GIS, Public Admin.
7.4 Bursaries
Internal Bursaries 08/09
• 10 bursaries and 2 scholarship
• Linked to LGSETA Scarce Skills Priority Areas
External Bursaries 08/09
• 10 Bursaries made available
• Linked to LGSETA Scarce Skills: Property Valuations, Environmental Management, Technical, Electrical,
Civil and Town Planning.
7.5 A Learning Nation - Library Service
The city prides itself with the existence of many excellent centres of tertiary education, private colleges and the
public school system. Our challenge then as the city is to take advantage of these resources for the betterment of our
citizens especially for those that are and those that were less privileged. Since 2003, we have worked tirelessly with
the Natal Society Library and have assumed this function since 2004. Following this amalgamation, city provision of
library services has been aligned and improved dramatically. The establishment of a special children’s library at the
main library has given the city the ultimate legacy for the future of our children. Records show that the children’s
library has the highest use records in 2003 and 2004, and not only is the expansion timely for the next decade, but
shows the rate at which knowledge is quickly being absorbed in the municipality among its youth. Use of the library
continues to rise, and there is now more than double the record 2003 ?gure.
123
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The new R31 million children’s reference library is the best in Southern Africa, and boasts state of the art technology
and caters for all children, irrespective of ability. The library was been funded by a joint Council (R4 million),
Carnegie Cooperation (R14 million), and KZN Library Services (R13 million) agreement. The inclusion and rollout
of these services has also been extended to the wards. A new library has been built by KZN Library Services in
Eastwood. Systems in Georgetown and Northdale Libraries are also now aligned.
7.6 RETENTION AND ATTRACTION STRATEGY
The Municipality has developed and adopted the policy on Staff Retention and Attraction to address the scarce skills
phenomenon. It is the belief of the municipality that through recruitment the application of the staff Retention and
Attraction Policy will contribute towards assisting the Municipality to meet its objectives as expounded in the IDP.
The objectives of this policy are:
Beside a payment of remuneration maybe pitched at a market rate of a particular post the Municipality has the
scarce skills development strategies. Employees and non-employees are contracted to learnerships on scarce skills
training, bursaries are granted in some of the following discipline i.e architects, tour planning, quantity surveyors,
engineer, mechanical engineer, land surveyors, professional valuers etc. Coaching and mentoring, job satisfaction
surveys and career pathing are part of the Policy. Through the implementation of this policy then a need will rise
to develop a succession policy which will be carefully interrogated within the contex of retention of the skills in the
organization and addressing the growing unemployment even among those young people that have graduated at our
institutions of higher learning.
8. GOVERNANCE
In order to deal with problems of staff morale the Corporate Services made sure that Council affairs are run in an effective,
ef?cient, transparent, accountable, consultative and cooperative manner. This was done in line with the Batho Pele principles.
The unit spread its services across four areas: licencing, printing, secretariat and information.
9. LICENCING
The successes of the licencing unit in one year were attributed to the placement of requisite staff who helped in doubling the
revenue collection. On a comparative scale in 2004 the section collected R128 000, but in 2005 within six months the section had
already collected R239 000. One of the highlights has been the clean up campaign which has been successfully carried out with the
new team in prosecuting for illegal posters on street lamps and signs af?xed on tress. The section has also been able to effectively
enforce bylaws such as dog bylaws and bill posting bylaws.
10. INFORMATION
The introduction of the DocuSoft Document Management System has made it easier for many of the municipality’s documents
to be made available on the Internet despite the challenges of accessing this facility through the server. The Information Centre
managed to pack, index and transfer archive boxes that previously were scattered across the municipality.
Within the development of human resources in general there has been steps taken forward to ensure maximum participation of
communities in training and skills development. There were few areas where this was done but there was no general coordination
from a centralised place, that is, the political programmes needed to speak to administrative ability to handle such needs. Overall
within the municipality there is still a need to understand issues of performance management and the incentives that are linked
to it.
11. INFORMATION TECHNOLOGY AND COMMUNICATION
11.1. At the heart of many world-class organizations, is a core of people dedicated to ensuring business intelligence
and alignment across all business units in pursuit of better service delivery for our customers. This new model
signi?es the advances made in the knowledge economy, a factor that seeks to encourage the corporate world to think
beyond the economic parameters incorporating many different strands of expectation from communities, clients
and investors alike.
124
Msunduzi Municipality Integrated Development Plan 2011 – 2016
11.2. In the past few years the Municipality has been involved in creating the necessary strategic platform for business
transacting in a truly aspirant metropolitan council, putting in place the essential elements necessary for meeting
the business model of a third generation municipality through improved connectivity, forward planning, access to
information, area-based management strategies and corporate asset management, all of which are geared to ensuring
faster enhanced management decision-making and turn around times, increased workforce productivity through
better systems and connectivity, and ensuring that operational concerns are addressed through a focus on ef?ciency
and effectiveness.
The CSP unit, which sets a precedent in the municipality by seeing the ?rst female senior executive being appointed
to the position, has been witnessing the turnaround strategies of the municipality by implementing the competency-
based process reengineering model of the Council to bring ef?ciency gains to both internal customers and the
community through clearly de?ned work processes to avoid wastage and duplication of effort, while at the same
time, rede?ning competencies in line with management and Council decisions to offer better, cost-ef?cient and
faster services to communities and business.
This rede?ned business model’s aim was to evaluate what was currently being done, understand the true business
requirements for the process, and then either re-engineer or develop a completely new process that seeks to translate
the strategic business unit’s IDP strategic inputs and thereby, paving the way for practical implementation of the
Council’s decisions across the entire organization. With most functions realigned to create synergy across the
organization due to either being irrelevant, duplicative or entrenching silos work patterns, the unit has ensured
that business unit needs across the Council are addressed in a coordinated fashion through the following process
management areas:
The adoption of the new structure in 2003 saw the establishment of an IT unit charged with the responsibility of
deriving maximum value out organizing IT resources to create value in the municipality and its various stakeholders,
internally and externally. Current legislation governing municipalities, among other pieces of law in the public
service, has enabled Msunduzi to put in place the required information technology and systems. In line with the
IDP, the unit acts as change agent for transforming internal IT processes along Batho Pele principles and the State
information Technology Agency’s IT House of Rules, which has resulted in an enhanced infrastructure and systems
that support performance in the business units and, ultimately, ensure better communications capability in the
Council, support management decision-making by providing information and data that is reliable.
The IT unit has also been instrumental in assisting with the roll-out plan for Community Service Centres through
the provision of infrastructure, systems and secure network services. The bene?ts of the service will result in
improving services to communities by serving them where they live, which will bring down the transacting costs for
thousands of families and businesses as there will be no need to travel unnecessarily to the city centre in order to pay
for services, thus leaving them with more money to use where its required.
In the context of the municipality’s broader vision, the provision of services at these centres will ensure alignment
with other activities of government such as Multi-Purpose Community Centres (MPCC) by assisting with other
daily important services such home affairs applications, registrations of births and deaths, accessing the internet
for information on opportunities available in the economy and many other uses that communities need in order to
improve their lives.
125
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The existence of disparate information systems and outdated hardware prior to 2000 and into the year has also been largely
addressed, as the Council has now adopted a Master Systems Plan at a strategic level to begin a process of aligning
all IT to both the plan and IDP as well as providing a much-needed strategic ?t and functional integration. This has
meant instituting a uni?ed electronic image for the Council (msunduzi.gov.za domain) and a centralized internet
and email service serving the entire Council. Realising also the need for the unit to provide value add to the city’s
?nances, the implementation of least cost routing systems and continued joint ventures with other vendors such
as cellular and ?xed line providers have resulted in savings to Council of 27% in ?xed line usage and 6% in cellular
usage savings. These activities have a marked bearing on the consumer and ratepayer, as they minimize and keep
costs to a bare minimum. A decision register has also been acquired to meet the city’s urgent need for an automated
information system which assists Portfolio Committees and Executive Committee of Council with the tracking and
implementation of resolutions taken, archival and retrieval of pertinent data. The networking infrastructure was
completed in April 2004 including the consolidation of departmental local area networks at Municipal Market,
Parks & Recreation, the Fire Station, City Hall, Publicity House and Art Gallery as the next level in the project. This
will also include Electricity, Duoll Road and Municipal Stores. The networking infrastructure is being extended to
include:
• Northdale library, using ADSL connectivity and a secure link
• George Town library, using ADSL connectivity and secure link
• Main library with a dedicated link (future)
• A Diginet link to SITA for PALS access
• Eastwood library (future)
The provision of these services will ensure that the municipality remains at the forefront of technology, adheres
to government’s e-government strategy, and thereby, providing improved turn-around times through the
implementation of a ‘one-stop-shop” and increase internal capacity to handle transactions and contribute to the
skilling of communities in the use of technology at the Community Service Centres in outlying areas. This makes
the unit not just a provider of solutions, but a technology enabler for communities and businesses as well as ensuring
that our communities are not overtaken by technological developments irrespective of their geographical positions.
11.3. Corporate Asset Management
The strategic repositioning of the municipality in terms of being a productive, sustainable, well-governed and
inclusive city depends also on the effective and ef?cient utilization of assets and people, and nowhere is this more
evident than in corporate asset management. The unit has, since its establishment, been instrumental in streamlining
asset acquisition, utilization and disposal. All Council assets, moveable and non-moveable, are now bar-coded and
a record kept thereof and obsolete stock is kept to a minimum, thereby reducing wastage of funds which could be
better utilized elsewhere in line with the Asset Management Policy. Income has also been generated through the sale
of obsolete and redundant assets.
An ef?cient ?eet management service has also been put in place, and 80% of all Council vehicles are now ?tted with
Co-Driver units to ensure optimum usage, fuel management and reduction of downtime. The ?eet is also linked to
CAMIS, ensuring that proper records are kept, even historical ones.
The function of the unit also involves implementation and management of a centralized ?eet service and stores
and also completion of the Council’s spatial development framework. The framework assists Council on the route
development has to take and already a Land Use Management Plan together with other Town Planning Scheme
Clauses and maps for the entire municipality have been implemented. This has allowed the municipality to do
accurate scenario planning for, say, ?ve, ten and even twenty year periods which is a necessary tool if the municipality
is to cater for its future expansion.
The existence of high growth areas in the city has also been guided by this framework and land use management for
both business and settlement in a short, medium and long term. The Land Disposal Policy for Council Owned Land
has been developed and implemented, which will therefore see to the sustainable use of land as it is not a renewable
resource. Currently, all properties in the municipality have been evaluated for the Valuation Roll. The central areas
of the city are being revitalized and re-planned.
Already, the unit has secured income for the municipality through the sale of 70 Council owned residential properties
at market rates, contributing signi?cantly to the city’s ?nances. Another property has been provided to a private
organization to run an HIV/Aids clinic as part of the network to combat Aids in the municipality.
126
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
2
.
C
O
R
P
O
R
A
T
E
G
O
V
E
R
N
A
N
C
E
&
M
A
N
A
G
E
M
E
N
T
C
O
N
T
R
O
L
R
E
C
O
V
E
R
Y
P
L
A
N
C
i
t
y
G
o
a
l
/
s
:
A
n
e
f
f
e
c
i
e
n
t
l
y
m
a
n
a
g
e
d
,
?
n
a
n
c
i
a
l
l
y
v
i
a
b
l
e
a
n
d
s
u
s
t
i
n
a
b
l
e
C
i
t
y
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
(
N
O
.
9
)
A
r
e
s
p
o
n
s
e
a
n
d
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
(
N
o
.
9
)
I
m
r
o
v
e
m
i
n
i
c
i
p
a
t
i
l
y
?
n
a
n
c
i
a
l
a
n
d
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
b
y
i
m
p
l
e
m
e
n
t
i
n
g
c
o
m
p
e
t
e
n
c
y
n
o
r
m
s
a
n
d
s
t
a
n
d
a
r
d
s
a
n
d
a
c
t
i
n
g
a
g
a
i
n
s
t
i
n
c
o
m
p
e
t
e
n
c
e
a
n
d
c
o
r
r
u
p
-
t
i
o
n
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
(
N
O
.
9
)
I
m
p
r
o
v
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
(
N
O
.
9
F
i
n
a
n
c
i
a
l
m
a
n
a
g
e
m
e
n
t
(
t
a
r
g
e
t
:
1
0
0
%
u
n
q
u
a
l
i
?
e
d
a
u
d
i
t
s
)
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
1
2
.
1
.
I
N
T
E
R
N
A
L
A
U
D
I
T
&
C
O
M
P
L
I
A
N
C
E
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
n
t
e
r
n
a
l
A
u
d
i
t
p
l
a
n
n
i
n
g
a
n
d
c
o
n
t
r
o
l
s
P
o
o
r
A
u
d
i
t
p
l
a
n
-
n
i
n
g
a
n
d
c
o
n
t
r
o
l
P
r
e
p
a
r
e
i
n
t
e
r
n
a
l
a
u
d
i
t
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
o
f
A
u
d
i
t
C
o
m
m
i
t
t
e
e
D
e
v
e
l
o
p
e
d
a
u
-
d
i
t
p
r
o
c
e
d
u
r
e
s
a
n
d
r
e
s
u
l
t
p
l
a
n
s
C
G
M
5
3
5
0
N
i
l
0
S
u
b
m
i
t
r
e
p
o
r
t
s
t
o
m
a
n
a
g
e
m
e
n
t
a
n
d
A
u
d
i
t
c
o
m
m
i
t
t
e
e
a
s
p
e
r
p
l
a
n
C
G
M
5
3
6
R
e
p
o
r
t
o
n
p
e
r
f
o
r
m
a
n
c
e
t
o
P
e
r
f
o
r
m
a
n
c
e
A
u
d
i
t
C
o
m
-
m
i
t
t
e
e
C
G
M
5
3
7
N
o
v
i
s
i
b
l
e
E
n
t
e
r
p
r
i
s
e
R
i
s
k
M
a
n
a
g
e
m
e
n
t
A
l
l
A
u
d
i
t
r
e
p
o
r
t
s
t
o
h
a
v
e
a
d
e
t
a
i
l
e
d
R
i
s
k
M
a
n
a
g
e
-
m
e
n
t
s
c
h
e
d
u
l
e
f
o
r
o
w
n
e
r
s
h
i
p
o
f
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
l
e
d
r
i
s
k
s
C
G
M
5
3
8
1
0
0
0
0
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
?
?
D
e
v
e
l
o
p
a
R
i
s
k
M
a
n
a
g
e
m
e
n
t
P
o
l
i
c
y
C
G
M
5
3
9
R
o
l
l
o
u
t
r
i
s
k
m
a
n
a
g
e
m
e
n
t
P
o
l
i
c
y
C
G
M
5
4
0
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
r
i
s
k
r
e
g
i
s
t
e
r
C
G
M
5
4
1
E
s
t
a
b
l
i
s
h
a
r
i
s
k
m
a
n
a
g
e
m
e
n
t
C
o
m
m
i
t
t
e
e
a
s
p
a
r
t
o
f
t
h
e
A
u
d
i
t
C
o
m
m
i
t
t
e
e
C
G
M
5
4
2
A
u
d
i
t
C
o
m
p
l
i
-
a
n
c
e
N
o
c
o
m
p
l
i
a
n
c
e
W
h
e
r
e
n
o
n
c
o
m
p
l
i
a
n
c
e
i
s
r
e
p
o
r
t
e
d
b
y
A
u
d
i
t
.
A
u
d
i
t
t
o
e
n
s
u
r
e
t
h
a
t
a
m
a
n
a
g
e
m
e
n
t
r
e
s
p
o
n
s
e
d
e
a
l
i
n
g
w
i
t
h
w
h
a
t
,
w
h
e
n
a
n
d
w
h
o
i
s
t
o
r
e
s
o
l
v
e
i
s
r
e
c
o
r
d
e
d
p
l
u
s
c
o
u
n
s
e
l
l
i
n
g
o
f
r
e
s
p
o
n
s
i
b
l
e
o
f
?
c
i
a
l
w
h
e
r
e
n
e
c
e
s
s
a
r
y
.
I
m
p
l
e
m
e
n
t
e
d
c
o
m
p
l
i
a
n
c
e
C
G
M
5
4
3
1
0
0
0
0
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
I
n
v
e
s
t
i
g
a
t
i
o
n
s
N
o
n
E
x
i
s
t
e
n
t
E
s
t
a
b
l
i
s
h
a
h
o
t
l
i
n
e
f
o
r
r
e
p
o
r
t
i
n
g
H
o
t
l
i
n
e
o
p
e
r
a
t
i
o
n
a
l
C
G
M
5
4
4
0
0
0
E
s
t
a
b
l
i
s
h
a
n
i
n
v
e
s
t
i
g
a
t
i
o
n
s
r
e
g
i
s
t
e
r
A
l
l
i
n
v
e
s
t
i
g
a
-
t
i
o
n
s
C
G
M
5
4
5
R
e
p
o
r
t
t
o
t
h
e
A
u
d
i
t
C
o
m
m
i
t
t
e
e
o
n
i
n
v
e
s
t
i
g
a
t
i
o
n
i
n
t
e
r
m
s
o
f
s
e
c
t
i
o
n
1
6
6
(
d
)
o
f
t
h
e
M
F
M
A
.
i
n
v
e
s
t
i
g
a
t
e
d
a
n
d
c
o
r
r
e
c
t
i
v
e
a
c
t
i
o
n
t
a
k
e
n
C
G
M
5
4
6
E
n
s
u
r
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
i
n
v
e
s
t
i
g
a
t
i
o
n
?
n
d
i
n
g
s
D
e
v
e
l
o
p
a
n
I
n
v
e
s
t
i
g
a
t
i
o
n
g
u
i
d
e
l
i
n
e
&
f
r
a
m
e
w
o
r
k
d
o
c
u
m
e
n
t
I
n
v
e
s
t
i
g
a
t
i
o
n
G
u
i
d
e
l
i
n
e
s
D
o
c
u
m
e
n
t
C
G
M
5
4
7
M
o
n
i
t
o
r
l
e
g
i
s
l
a
t
i
o
n
&
b
a
r
g
a
i
n
i
n
g
C
o
u
n
c
i
l
A
g
r
e
e
-
m
e
n
t
s
A
u
d
i
t
e
e
S
a
t
i
s
-
f
a
c
t
i
o
n
N
o
n
e
x
i
s
t
e
n
t
P
r
e
p
a
r
e
I
n
t
e
r
n
a
l
A
u
d
i
t
s
u
r
v
e
y
f
o
r
m
a
n
a
g
e
m
e
n
t
E
f
f
e
c
t
i
v
e
i
n
-
t
e
r
n
a
l
A
u
d
i
t
C
G
M
5
4
8
8
0
%
A
u
d
i
t
e
e
s
a
t
i
s
f
a
c
t
i
o
n
w
i
t
h
t
h
e
a
u
d
i
t
s
e
r
v
i
c
e
C
G
M
5
4
9
127
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
C
G
M
5
5
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
C
G
M
5
5
1
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
C
G
M
5
5
2
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
C
G
M
5
5
3
R
e
p
o
r
t
o
n
s
p
e
n
d
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
G
M
5
5
4
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
-
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
C
G
M
5
5
5
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
G
M
5
5
6
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
T
O
T
A
L
2
8
0
0
0
0
0
0
0
2
8
0
0
0
0
0
0
0
5
4
0
0
0
0
0
0
1
2
.
2
C
O
U
N
C
I
L
&
C
O
M
M
I
T
T
E
E
S
U
P
P
O
R
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
9
.
A
r
e
s
p
o
n
s
e
a
n
d
,
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
9
]
-
E
n
s
u
r
e
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
r
e
r
e
p
r
e
s
e
n
t
a
t
i
v
e
a
n
d
f
u
l
l
y
i
n
v
o
l
v
e
d
i
n
c
o
m
m
u
n
i
t
y
c
o
n
s
u
l
t
a
t
i
o
n
p
r
o
c
e
s
s
e
s
a
r
o
u
n
d
t
h
e
I
D
P
,
b
u
d
g
e
t
a
n
d
o
t
h
e
r
s
t
r
a
t
e
g
i
c
s
e
r
v
i
c
e
d
e
l
i
v
-
e
r
y
i
s
s
u
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
9
]
-
4
.
R
e
?
n
e
w
a
r
d
c
o
m
m
i
t
t
e
e
m
o
d
e
l
t
o
d
e
e
p
e
n
d
e
m
o
c
r
a
c
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
9
]
-
S
y
s
t
e
m
s
i
m
p
r
o
v
e
m
e
n
t
S
e
c
t
o
r
P
l
a
n
:
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
m
m
i
t
t
e
e
s
e
r
v
i
c
e
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
P
r
e
p
a
r
e
a
P
e
r
f
o
r
m
a
n
c
e
M
e
a
s
u
r
e
-
m
e
n
t
S
y
s
t
e
m
f
o
r
t
h
e
u
n
i
t
.
T
h
e
A
c
h
i
v
e
m
e
n
t
o
f
a
z
e
r
o
d
e
f
e
c
t
s
e
r
v
i
c
e
t
o
c
o
u
n
c
i
l
a
n
d
c
o
m
m
i
t
t
e
e
s
.
C
C
S
5
5
7
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
.
A
l
l
W
a
r
d
s
I
m
p
l
e
m
e
n
t
P
e
r
f
o
r
m
a
n
c
e
M
e
a
-
s
u
r
e
m
e
n
t
S
y
s
t
e
m
C
C
S
5
5
8
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
1
0
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
c
u
s
t
o
m
e
r
s
C
C
S
5
5
9
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
128
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
e
a
d
m
i
n
i
s
t
r
a
-
t
i
v
e
s
u
p
p
o
r
t
t
o
C
o
u
n
c
i
l
’
s
D
e
c
i
s
i
o
n
-
m
a
k
-
i
n
g
p
r
o
c
e
s
s
P
r
o
v
i
s
i
o
n
o
f
a
S
e
r
v
i
c
e
t
h
a
t
p
r
o
m
i
s
e
s
e
f
-
?
c
i
e
n
c
y
i
n
D
e
c
i
-
s
i
o
n
M
a
k
i
n
g
R
e
s
t
r
u
c
t
u
r
e
d
c
o
m
m
i
t
t
e
e
s
y
s
t
e
m
a
s
p
e
r
T
u
r
n
A
r
o
u
n
d
S
t
r
a
t
e
g
y
N
e
w
C
o
m
m
i
t
t
e
e
S
y
s
t
e
m
i
n
t
r
o
d
u
c
e
d
o
n
t
h
e
1
M
a
r
c
h
2
0
1
1
.
C
C
S
5
6
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
o
r
d
i
n
a
t
i
o
n
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
m
e
e
t
i
n
g
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
A
d
e
q
u
a
t
e
p
l
a
n
n
i
n
g
a
n
d
l
o
g
i
s
t
i
c
a
l
a
r
r
a
n
g
e
m
e
n
t
s
f
o
r
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
:
T
h
e
a
c
h
i
e
v
e
m
e
n
t
o
f
a
p
r
o
f
e
s
s
i
o
n
a
l
s
e
r
v
i
c
e
a
i
m
e
d
a
t
i
m
p
r
o
v
i
n
g
t
h
e
e
f
?
c
i
e
n
c
y
a
n
d
e
f
f
e
c
t
i
v
e
n
e
s
s
o
f
t
h
e
d
e
c
i
s
i
o
n
-
m
a
k
i
n
g
s
t
r
u
c
t
u
r
e
s
a
n
d
p
r
o
c
e
s
s
e
s
C
C
S
5
6
1
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
M
o
n
t
h
l
y
a
n
d
w
e
e
k
l
y
c
a
l
e
n
d
a
r
o
f
m
e
e
t
i
n
g
s
i
n
d
i
c
a
t
i
n
g
:
v
e
n
u
e
,
d
a
t
e
,
t
i
m
e
a
n
d
r
e
s
p
o
n
s
i
b
l
e
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
/
s
.
C
C
S
5
6
2
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
Z
e
r
o
D
e
f
e
c
t
s
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
R
e
c
o
r
d
i
n
g
d
e
c
i
s
i
o
n
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
M
e
e
t
i
n
g
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
D
i
g
i
t
a
l
r
e
c
o
r
d
i
n
g
o
f
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
1
0
0
%
-
R
e
c
o
r
d
i
n
g
s
o
f
a
l
l
m
e
e
t
i
n
g
s
C
C
S
5
6
3
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
n
c
i
s
e
a
n
d
a
c
c
u
r
a
t
e
m
i
n
u
t
e
s
,
?
n
a
l
i
s
e
d
&
c
i
r
c
u
l
a
t
e
d
1
0
0
%
-
A
l
l
m
i
n
u
t
e
s
t
o
b
e
s
i
g
n
e
d
o
f
f
a
s
p
e
r
q
u
a
l
i
t
y
C
C
S
5
6
4
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
E
l
e
c
t
r
o
n
i
c
c
a
p
t
u
r
i
n
g
a
n
d
d
i
s
p
l
a
y
o
f
m
i
n
u
t
e
s
a
t
E
x
e
c
u
t
i
v
e
C
o
m
m
i
t
-
t
e
e
m
e
e
t
i
n
g
·
m
a
n
a
g
e
m
e
n
t
p
r
o
c
e
s
s
C
C
S
5
6
5
R
3
3
0
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
C
o
m
p
i
l
i
n
g
a
g
e
n
d
a
s
A
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
i
s
c
u
r
-
r
e
n
t
l
y
p
r
o
v
i
d
e
d
.
T
i
m
e
o
u
s
a
n
d
a
c
c
u
r
a
t
e
c
o
m
p
i
l
i
n
g
o
f
a
g
e
n
d
a
s
.
F
i
n
a
l
i
z
e
d
r
a
f
t
a
g
e
n
d
a
f
o
r
s
u
b
m
i
s
s
i
o
n
t
o
C
o
m
m
i
t
t
e
e
C
h
a
i
r
p
e
r
s
o
n
s
C
o
u
n
c
i
l
,
E
x
e
c
u
-
t
i
v
e
A
n
d
P
o
r
t
f
o
l
i
o
C
o
m
m
i
t
t
e
e
s
C
C
S
5
6
6
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
I
n
t
e
r
p
r
e
t
a
t
i
o
n
a
n
d
T
r
a
n
s
l
a
-
t
i
o
n
A
b
s
e
n
c
e
o
f
a
n
O
f
?
c
i
a
l
L
a
n
-
g
u
a
g
e
P
o
l
i
c
y
a
n
d
T
r
a
n
s
l
a
t
i
o
n
M
a
n
u
a
l
P
r
o
v
i
d
e
s
i
m
u
l
t
a
n
e
o
u
s
a
n
d
d
e
-
l
a
y
e
d
i
n
t
e
r
p
r
e
t
a
t
i
o
n
t
o
C
o
u
n
c
i
l
a
t
a
l
l
f
u
l
l
c
o
u
n
c
i
l
m
e
e
t
i
n
g
s
C
o
m
p
i
l
a
t
i
o
n
o
f
L
a
n
g
u
a
g
e
P
o
l
i
c
y
a
n
d
T
r
a
n
s
l
a
t
i
o
n
M
a
n
u
a
l
C
C
S
5
6
7
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
W
r
i
t
t
e
n
t
r
a
n
s
l
a
t
i
o
n
f
o
r
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
a
n
d
B
u
s
i
n
e
s
s
U
n
i
t
s
(
c
o
u
n
c
i
l
b
y
l
a
w
s
/
p
o
l
i
c
i
e
s
/
a
d
-
v
e
r
t
s
/
c
i
r
c
u
l
a
r
s
/
h
e
a
r
i
n
g
s
…
…
)
C
C
S
5
6
8
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
129
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
i
n
g
s
e
c
r
e
t
a
r
i
a
t
s
u
p
p
o
r
t
t
o
I
D
P
/
B
u
d
g
e
t
I
z
i
m
b
i
z
o
/
p
u
b
-
l
i
c
m
e
e
t
i
n
g
s
/
w
o
r
k
s
h
o
p
s
A
d
H
o
c
A
r
-
r
a
n
g
e
m
e
n
t
s
c
u
r
r
e
n
t
l
y
u
n
s
a
t
-
i
s
f
a
c
t
o
r
y
.
T
u
r
n
-
a
r
o
u
n
d
t
i
m
e
f
o
r
s
u
b
m
i
s
s
i
o
n
o
f
?
n
a
l
i
z
e
d
m
i
n
u
t
e
s
t
o
I
D
P
o
f
?
c
e
P
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
t
o
b
e
i
m
p
l
e
m
e
n
t
e
d
.
C
C
S
5
6
9
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
R
e
c
o
r
d
s
m
a
n
-
a
g
e
m
e
n
t
C
o
-
o
r
d
i
n
a
t
i
o
n
b
e
t
w
e
e
n
I
n
f
o
r
-
m
a
t
i
o
n
U
n
i
t
a
n
d
S
e
c
r
e
t
a
r
i
a
t
I
n
e
f
?
c
i
e
n
t
.
D
e
c
i
s
i
o
n
T
r
a
c
k
-
i
n
g
c
u
r
r
e
n
t
l
y
l
a
c
k
i
n
g
.
T
i
m
e
o
u
s
s
u
b
m
i
s
s
i
o
n
o
f
d
o
c
u
-
m
e
n
t
s
(
m
i
n
u
t
e
s
a
n
d
a
g
e
n
d
a
s
,
e
t
c
.
)
t
o
i
n
f
o
r
m
a
t
i
o
n
f
o
r
r
e
c
o
r
d
p
u
r
p
o
s
e
s
a
n
d
d
i
s
t
r
i
b
u
t
i
o
n
W
e
l
l
m
a
n
a
g
e
d
r
e
-
c
o
r
d
s
.
I
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
D
e
c
i
s
i
o
n
T
r
a
c
k
i
n
g
S
y
s
t
e
m
.
C
C
S
5
7
0
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
P
o
s
t
i
n
g
o
f
c
o
n
?
r
m
e
d
m
i
n
u
t
e
s
o
n
t
o
t
h
e
i
n
t
r
a
n
e
t
C
C
S
5
7
1
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
U
s
e
o
f
D
o
c
u
s
o
f
t
(
d
o
c
u
m
e
n
t
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
)
f
o
r
h
i
s
t
o
r
i
-
c
a
l
r
e
c
o
r
d
p
u
r
p
o
s
e
s
a
n
d
m
a
d
e
a
v
a
i
l
a
b
l
e
o
n
c
o
m
p
u
t
e
r
s
o
f
a
l
l
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
s
.
C
C
S
5
7
2
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
D
o
c
u
s
o
f
t
t
o
b
e
m
a
d
e
a
v
a
i
l
a
b
l
e
o
n
c
o
m
p
u
t
e
r
s
o
f
a
l
l
C
o
m
m
i
t
t
e
e
O
f
?
c
e
r
s
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
D
e
c
i
s
i
o
n
T
r
a
c
k
i
n
g
S
y
s
t
e
m
.
C
C
S
5
7
3
R
1
5
0
0
0
0
R
1
7
0
0
0
0
R
2
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
I
n
f
o
r
m
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
D
e
v
e
l
o
p
a
p
r
o
c
e
s
s
d
o
c
u
m
e
n
t
t
h
a
t
w
i
l
l
s
e
r
v
e
a
s
a
g
u
i
d
e
f
o
r
t
h
e
h
a
n
-
d
l
i
n
g
o
f
a
l
l
o
f
?
c
i
a
l
d
o
c
u
m
e
n
t
s
t
h
a
t
a
r
e
r
e
c
e
i
v
e
d
,
c
i
r
c
u
l
a
t
e
d
a
n
d
s
e
n
t
t
o
e
x
t
e
r
n
a
l
a
n
d
i
n
t
e
r
n
a
l
s
t
a
k
e
h
o
l
d
e
r
s
S
e
r
v
i
c
e
E
f
?
c
i
e
n
c
y
C
C
S
5
7
4
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
P
r
i
n
t
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
S
L
A
f
o
r
b
u
s
i
n
e
s
s
u
n
i
t
s
G
o
o
d
P
r
i
n
t
i
n
g
S
e
r
v
i
c
e
C
C
S
5
7
5
R
3
5
0
0
0
0
R
4
2
5
0
0
0
R
1
0
0
0
0
0
0
R
4
7
5
0
0
0
R
5
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
8
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
b
u
s
i
n
e
s
s
u
n
i
t
s
C
C
S
5
7
6
0
0
0
0
0
N
o
a
d
d
i
t
i
o
n
a
l
f
u
n
d
s
a
r
e
r
e
-
q
u
i
r
e
d
A
d
m
i
n
i
s
t
r
a
t
i
v
e
S
u
p
p
o
r
t
T
o
e
n
s
u
r
e
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
r
u
n
n
i
n
g
o
f
t
h
e
b
u
s
i
n
e
s
s
u
n
i
t
P
r
o
j
e
c
t
e
d
g
e
n
e
r
a
l
e
x
p
e
n
s
e
s
C
C
S
5
7
7
3
2
,
5
1
0
,
8
8
4
0
0
0
0
C
i
t
y
h
a
l
l
R
e
-
f
u
r
b
i
s
h
m
e
n
t
C
C
S
5
7
8
6
,
1
0
0
,
0
0
0
0
0
0
0
C
o
u
n
c
i
l
E
l
e
c
t
i
o
n
e
x
p
e
n
s
e
s
T
o
c
o
v
e
r
e
l
e
c
t
i
o
n
e
x
p
e
n
s
e
s
C
C
S
5
7
9
1
,
5
0
0
,
0
0
0
0
0
0
0
R
e
c
o
r
d
i
n
g
d
e
c
i
s
i
o
n
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
M
e
e
t
i
n
g
s
D
i
g
i
t
a
l
r
e
c
o
r
d
i
n
g
o
f
a
l
l
m
e
e
t
i
n
g
s
o
f
C
o
u
n
c
i
l
C
o
m
m
i
t
t
e
e
s
1
0
0
%
-
R
e
c
o
r
d
i
n
g
s
o
f
a
l
l
m
e
e
t
i
n
g
s
C
C
S
5
8
0
0
0
0
0
0
C
o
n
c
i
s
e
a
n
d
a
c
c
u
r
a
t
e
m
i
n
u
t
e
s
,
?
n
a
l
i
s
e
d
&
c
i
r
c
u
l
a
t
e
d
1
0
0
%
-
A
l
l
m
i
n
u
t
e
s
t
o
b
e
s
i
g
n
e
d
o
f
f
a
s
p
e
r
q
u
a
l
i
t
y
C
C
S
5
8
1
0
0
0
0
0
130
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
l
e
c
t
r
o
n
i
c
c
a
p
t
u
r
i
n
g
a
n
d
d
i
s
p
l
a
y
o
f
m
i
n
u
t
e
s
a
t
E
x
e
c
u
t
i
v
e
C
o
m
m
i
t
-
t
e
e
m
e
e
t
i
n
g
·
m
a
n
a
g
e
m
e
n
t
p
r
o
c
e
s
s
C
C
S
5
8
2
0
0
0
0
0
F
u
l
l
y
f
u
n
c
-
t
i
o
n
a
l
w
a
r
d
o
f
?
c
e
s
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
w
a
r
d
o
f
?
c
e
s
C
o
m
p
l
e
t
e
d
,
f
u
l
l
y
e
q
u
i
p
p
e
d
w
a
r
d
o
f
?
c
e
s
C
C
S
5
8
3
0
0
0
0
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
W
a
r
d
O
f
?
c
e
s
C
C
S
5
8
4
4
3
0
,
0
0
0
1
3
,
0
0
0
,
0
0
0
0
0
0
C
o
u
n
c
i
l
F
a
c
i
l
i
t
a
t
e
a
p
p
o
i
n
t
m
e
n
t
o
f
w
a
r
d
a
s
s
i
s
t
a
n
t
s
-
w
a
r
d
a
s
s
i
s
t
a
n
t
s
a
p
-
p
o
i
n
t
m
e
n
t
s
a
n
d
c
o
n
t
r
a
c
t
s
t
o
b
e
?
n
a
l
i
z
e
d
C
C
S
5
8
5
0
0
0
0
0
I
d
e
n
t
i
?
c
a
t
i
o
n
o
f
t
r
a
i
n
i
n
g
n
e
e
d
s
f
o
r
w
a
r
d
a
s
s
i
s
t
a
n
t
s
C
C
S
5
8
6
0
0
0
0
0
S
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
f
o
r
w
a
r
d
a
s
-
s
i
s
t
a
n
t
s
a
s
p
e
r
r
e
p
o
r
t
a
b
o
v
e
C
C
S
5
8
7
0
0
0
0
0
A
r
e
a
B
a
s
e
d
M
a
n
a
g
e
m
e
n
t
/
S
p
e
a
k
e
r
s
O
f
?
c
e
P
o
o
r
s
e
r
v
i
c
e
E
n
s
u
r
e
b
u
s
i
n
e
s
s
U
n
i
t
s
u
b
m
i
s
-
s
i
o
n
s
a
r
e
r
e
c
e
i
v
e
d
o
n
t
i
m
e
G
o
o
d
S
e
r
v
i
c
e
C
C
S
5
8
8
0
0
0
0
0
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
W
a
r
d
C
o
m
m
i
t
-
t
e
e
s
f
o
l
l
o
w
i
n
g
t
h
e
e
l
e
c
t
i
o
n
s
0
2
0
0
0
0
0
0
0
0
W
a
r
d
c
o
m
m
i
t
t
e
e
&
C
o
m
m
u
n
i
t
y
m
e
e
t
i
n
g
s
t
o
b
e
h
e
l
d
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
a
n
n
u
a
l
S
c
h
e
d
u
l
e
0
0
0
0
0
P
r
e
p
a
r
e
a
n
a
n
n
u
a
l
a
r
e
a
b
a
s
e
d
m
a
n
a
g
e
m
e
n
t
p
l
a
n
b
a
s
e
d
o
n
b
u
s
i
-
n
e
s
s
u
n
i
t
s
u
b
m
i
s
s
i
o
n
s
.
0
0
0
0
0
I
m
p
l
e
m
e
n
t
P
l
a
n
0
0
0
0
0
A
B
M
O
f
?
c
e
u
p
g
r
a
d
e
-
V
u
l
i
n
d
l
e
l
a
-
T
a
y
l
o
r
s
H
a
l
t
&
C
i
v
i
c
C
e
n
t
e
r
C
C
S
5
8
9
3
3
9
,
0
0
0
0
0
0
0
C
o
u
n
c
i
l
W
a
r
d
–
b
a
s
e
d
d
e
v
e
l
o
p
m
e
n
t
p
l
a
n
s
-
C
B
P
D
e
v
e
l
o
p
w
a
r
d
-
b
a
s
e
d
d
e
v
e
l
o
p
-
m
e
n
t
p
l
a
n
s
C
o
m
m
u
n
i
t
y
d
r
i
v
e
n
d
e
v
e
l
o
p
m
e
n
t
p
l
a
n
s
C
C
S
5
9
0
1
,
5
0
0
,
0
0
0
R
e
-
e
s
t
a
b
l
i
s
h
-
m
e
n
t
o
f
w
a
r
d
c
o
m
m
i
t
t
e
e
s
R
e
-
e
s
t
a
b
l
i
s
h
w
a
r
d
c
o
m
m
i
t
t
e
e
s
E
f
f
e
c
t
i
v
e
r
u
n
n
i
n
g
o
f
w
a
r
d
c
o
m
m
i
t
t
e
e
s
C
C
S
5
9
1
5
,
0
0
0
,
0
0
0
W
a
r
d
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
P
r
o
g
r
a
m
E
n
s
u
r
e
s
u
p
p
o
r
t
t
o
c
o
u
n
c
i
l
o
r
s
,
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
n
d
c
o
m
m
u
-
n
i
t
y
a
p
p
o
i
n
t
e
d
w
a
r
d
c
o
m
m
i
t
t
e
e
a
s
-
s
i
s
t
a
n
t
s
C
C
S
5
9
2
F
u
n
c
t
i
o
n
o
f
W
a
r
d
C
o
m
-
m
i
t
t
e
e
(
F
u
l
l
y
f
u
n
c
t
i
o
n
a
l
w
a
r
d
o
f
?
c
e
s
)
I
m
p
r
o
v
e
p
a
r
t
i
c
i
p
a
t
i
o
n
i
n
d
e
c
i
s
i
o
n
-
m
a
k
i
n
g
a
n
d
a
c
c
e
s
s
t
o
i
n
f
o
r
m
a
t
i
o
n
E
n
s
u
r
e
d
e
f
f
e
c
t
i
v
e
w
a
r
d
c
o
m
m
i
t
t
e
e
s
a
n
d
a
g
e
n
t
s
o
f
p
r
o
-
d
e
v
e
l
o
p
m
e
n
t
C
C
S
5
9
3
8
,
0
0
0
,
0
0
0
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
U
n
k
n
o
w
n
D
e
v
e
l
o
p
m
e
n
t
o
f
a
p
u
b
l
i
c
p
a
r
t
i
c
i
-
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
F
i
n
a
l
i
z
e
d
a
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
f
r
a
m
e
w
o
r
k
C
C
S
5
9
4
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
A
L
L
W
A
R
D
S
P
r
i
n
t
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
S
L
A
f
o
r
b
u
s
i
n
e
s
s
u
n
i
t
s
G
o
o
d
P
r
i
n
t
i
n
g
S
e
r
v
i
c
e
C
C
S
5
9
5
2
3
0
5
0
1
7
2
4
1
3
3
5
3
2
5
3
8
8
4
7
0
0
8
0
%
s
a
t
i
s
f
a
c
t
i
o
n
f
r
o
m
b
u
s
i
n
e
s
s
u
n
i
t
s
C
C
S
5
9
6
0
0
0
0
131
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
P
o
o
r
M
a
n
a
g
e
-
m
e
n
t
P
r
e
p
a
r
e
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
D
e
v
e
l
o
p
e
d
a
n
d
i
m
p
l
e
m
e
n
t
e
d
C
C
S
5
9
7
1
7
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
s
e
c
t
i
o
n
5
7
i
n
d
i
v
i
d
u
a
l
p
e
r
f
o
r
m
a
n
c
e
P
l
a
n
s
P
e
r
f
o
r
m
a
n
c
e
m
a
n
-
a
g
e
m
e
n
t
C
C
S
5
9
8
0
0
0
0
0
I
m
p
l
e
m
e
n
t
a
c
o
m
p
u
t
e
r
i
s
e
d
p
e
r
-
f
o
r
m
a
n
c
e
M
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
s
C
C
S
5
9
9
0
0
0
0
0
S
e
r
v
i
c
e
d
e
l
i
v
-
e
r
y
a
n
d
b
u
d
g
e
t
i
m
p
l
e
m
e
n
t
a
-
t
i
o
n
S
D
B
I
P
n
o
t
m
o
n
i
t
o
r
e
d
P
r
e
p
a
r
e
a
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
B
u
d
g
e
t
i
m
p
l
e
m
e
n
t
a
t
i
o
n
P
l
a
n
(
S
D
B
I
P
)
C
o
m
p
l
e
t
e
d
P
l
a
n
C
C
S
6
0
0
0
0
0
0
0
D
e
v
e
l
o
p
a
p
r
o
c
e
s
s
p
l
a
n
f
o
r
t
h
e
m
o
n
i
t
o
r
i
n
g
o
f
t
h
e
S
D
B
I
P
C
C
S
6
0
1
0
0
0
0
0
S
u
b
m
i
t
d
r
a
f
t
S
D
B
I
P
t
o
t
h
e
M
a
y
o
r
a
s
p
e
r
L
e
g
i
s
l
a
t
i
o
n
C
C
S
6
0
2
0
0
0
0
0
E
n
s
u
r
e
t
h
e
t
a
b
l
i
n
g
o
f
t
h
e
d
r
a
f
t
S
D
B
I
P
b
y
M
a
y
o
r
a
t
F
u
l
l
C
o
u
n
c
i
l
C
C
S
6
0
3
0
0
0
0
0
E
n
s
u
r
e
t
h
e
p
u
b
l
i
s
h
i
n
g
o
f
t
h
e
a
p
-
p
r
o
v
e
d
S
D
B
I
P
a
s
p
e
r
l
e
g
i
s
l
a
t
i
o
n
C
C
S
6
0
4
0
0
0
0
0
0
0
0
R
e
p
o
r
t
t
o
c
o
m
m
i
t
t
e
e
s
o
n
p
r
o
g
-
r
e
s
s
m
a
d
e
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
n
d
e
l
i
v
e
r
y
t
a
r
g
e
t
s
o
f
S
D
B
I
P
C
C
S
6
0
5
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
C
C
S
6
0
6
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
R
e
s
p
o
n
d
t
o
e
m
e
r
g
e
n
c
i
e
s
d
u
e
t
o
t
h
e
n
a
t
u
r
e
o
f
p
o
l
i
t
i
c
a
l
o
f
?
c
e
s
P
r
e
-
a
r
r
a
n
g
e
d
s
y
s
t
e
m
C
C
S
6
0
7
2
9
4
6
5
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
C
C
S
6
0
8
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
C
C
S
6
0
9
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
C
C
S
6
1
0
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
C
S
6
1
1
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
C
S
6
1
2
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
C
S
6
1
3
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
C
S
6
1
4
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
C
C
S
6
1
5
0
0
0
0
0
T
o
t
a
l
T
O
T
A
L
6
0
1
7
9
5
5
1
1
7
1
1
3
3
5
3
4
0
3
8
8
4
7
9
7
5
,
0
0
0
1
,
0
2
0
,
0
0
0
132
Msunduzi Municipality Integrated Development Plan 2011 – 2016
M
A
Y
O
R
A
L
S
P
E
C
I
A
L
P
R
O
G
R
A
M
M
E
S
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
l
a
t
i
o
n
-
s
h
i
p
w
i
t
h
t
o
u
r
i
s
m
a
g
e
n
c
y
U
n
h
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
P
r
e
p
a
r
e
a
t
w
o
w
a
y
S
L
A
w
i
t
h
T
o
u
r
i
s
m
a
g
e
n
c
y
H
e
a
l
t
h
y
r
e
l
a
-
t
i
o
n
s
h
i
p
M
P
R
6
9
8
0
0
0
0
0
E
v
e
n
t
s
m
a
n
-
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
a
n
d
o
v
e
r
s
p
e
n
d
i
n
g
P
r
e
p
a
r
a
t
i
o
n
o
f
a
n
a
n
n
u
a
l
e
v
e
n
t
s
s
c
h
e
d
u
l
e
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
6
9
9
4
0
0
0
0
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
M
a
r
k
e
t
i
n
g
o
f
C
i
t
y
P
o
o
r
m
a
r
k
e
t
i
n
g
P
r
e
p
a
r
e
a
m
a
r
k
e
t
i
n
g
p
l
a
n
f
o
r
t
h
e
C
i
t
y
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
7
0
0
0
1
0
0
0
0
0
0
0
0
0
I
n
c
r
e
a
s
e
i
n
r
a
t
e
p
a
y
e
r
s
b
y
5
%
o
f
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
M
P
R
7
0
1
0
0
0
0
0
P
r
o
d
u
c
e
M
a
r
k
e
t
i
n
g
s
t
r
a
t
e
g
y
&
c
o
m
m
u
n
i
c
a
t
e
t
o
a
l
l
M
P
R
7
0
2
0
0
0
0
0
P
u
b
l
i
c
r
e
l
a
-
t
i
o
n
s
U
n
a
c
c
e
p
t
a
b
l
e
P
r
e
p
a
r
e
p
u
b
l
i
c
r
e
l
a
t
i
o
n
s
p
o
l
i
c
y
G
o
o
d
r
e
l
a
t
i
o
n
s
M
P
R
7
0
3
5
0
0
0
0
0
5
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
C
u
s
t
o
m
e
r
S
e
r
v
i
c
e
S
u
r
v
e
y
s
M
P
R
7
0
4
0
0
0
0
0
S
e
t
T
a
r
g
e
t
s
f
o
r
I
m
p
r
o
v
e
m
e
n
t
M
P
R
7
0
5
0
0
0
0
0
0
0
0
0
0
C
o
n
d
u
c
t
c
u
s
t
o
m
e
r
s
u
r
v
e
y
s
M
P
R
7
0
6
0
0
0
0
0
C
r
e
a
t
e
a
p
r
e
s
s
r
e
l
e
a
s
e
c
o
n
t
r
o
l
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
M
P
R
7
0
7
0
0
0
0
0
C
a
l
l
c
e
n
t
r
e
N
o
n
-
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
a
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
a
l
l
c
e
n
t
r
e
I
m
p
l
e
m
e
n
t
e
d
c
a
l
l
c
e
n
t
r
e
M
P
R
7
0
8
2
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
R
e
p
o
r
t
o
n
b
u
s
i
n
e
s
s
p
l
a
n
p
r
o
g
r
e
s
s
M
P
R
7
0
9
0
0
0
0
0
P
r
e
p
a
r
e
c
u
s
t
o
m
e
r
c
o
m
p
l
a
i
n
t
s
r
e
p
o
r
t
&
r
e
p
o
r
t
M
P
R
7
1
0
0
0
0
0
0
C
r
e
a
t
e
a
c
u
s
t
o
m
e
r
c
o
m
m
u
n
i
c
a
t
i
o
n
s
f
o
r
u
m
M
P
R
7
1
1
0
0
0
0
0
P
r
o
d
u
c
e
a
p
l
a
n
a
n
d
r
o
s
t
e
r
f
o
r
e
d
u
c
a
t
i
o
n
a
l
w
o
r
k
s
h
o
p
s
M
P
R
7
1
2
0
0
0
0
0
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
o
o
r
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
r
o
d
u
c
e
I
n
t
e
r
n
a
l
N
e
w
s
L
e
t
t
e
r
N
e
w
s
l
e
t
t
e
r
M
P
R
7
1
3
0
0
0
0
0
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
s
t
r
a
t
e
g
y
M
P
R
7
1
4
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
r
p
o
r
a
t
e
i
d
e
n
t
i
t
y
M
P
R
7
1
5
0
0
0
0
0
C
r
e
a
t
e
M
s
u
n
d
u
z
i
c
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
u
m
M
P
R
7
1
6
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
p
o
l
i
c
y
M
P
R
7
1
7
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
-
t
r
o
l
l
e
d
e
n
v
i
-
r
o
n
m
e
n
t
M
P
R
7
1
8
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
M
P
R
7
1
9
0
0
0
0
0
C
o
s
t
C
o
n
-
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
M
P
R
7
2
0
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
-
l
i
v
e
r
y
M
P
R
7
2
1
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
M
P
R
7
2
2
0
0
0
0
0
133
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
-
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
M
P
R
7
2
3
0
0
0
0
0
A
s
s
e
t
C
o
n
-
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
M
P
R
7
2
4
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
-
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
M
P
R
7
2
5
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
M
P
R
7
2
6
0
0
0
0
0
T
O
T
A
L
S
6
5
0
0
0
0
0
7
5
0
0
0
0
0
0
0
0
1
2
.
3
.
L
E
G
A
L
S
E
R
V
I
C
E
S
&
L
E
G
I
S
L
A
T
I
V
E
C
O
M
P
L
I
A
N
C
E
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
r
p
o
r
a
t
e
a
n
d
l
e
g
a
l
s
e
r
v
i
c
e
s
P
o
o
r
a
n
d
u
n
a
c
-
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
P
r
e
p
a
r
e
S
L
A
f
o
r
B
u
s
i
n
e
s
s
U
n
i
t
s
L
S
L
C
6
1
6
0
0
0
0
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
f
s
e
r
v
i
c
e
N
o
A
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
b
u
s
i
n
e
s
s
u
n
i
t
s
o
f
s
e
r
v
i
c
e
L
S
L
C
6
1
7
0
0
0
0
B
y
-
l
a
w
r
e
v
i
s
i
o
n
a
n
d
u
p
d
a
t
i
n
g
P
a
r
t
i
a
l
l
y
c
o
m
-
p
l
e
t
e
R
e
d
r
a
f
t
B
y
l
a
w
s
t
o
m
a
t
c
h
c
u
r
r
e
n
t
s
i
t
u
a
t
i
o
n
M
u
n
i
c
i
p
a
l
c
o
d
e
L
S
L
C
6
1
8
4
0
0
0
0
0
l
4
0
0
0
0
0
l
3
0
0
0
0
0
3
0
0
0
0
0
P
r
o
v
i
d
e
a
s
s
i
s
t
a
n
c
e
t
i
o
C
o
u
n
c
i
l
a
n
d
C
o
m
m
i
t
t
t
e
e
S
u
p
-
p
o
r
t
i
n
c
o
m
p
i
l
i
n
g
d
e
l
e
g
a
t
o
i
n
s
P
a
r
t
i
a
l
l
y
c
o
m
-
p
l
e
t
e
P
r
e
p
a
r
e
a
C
o
d
e
o
f
D
e
l
e
g
a
-
t
i
o
n
s
f
o
r
A
p
p
r
o
v
a
l
C
o
d
e
o
f
D
e
l
e
g
a
t
i
o
n
s
l
L
S
L
C
6
1
9
0
0
0
0
0
A
s
s
i
s
t
a
n
c
e
t
o
b
u
s
i
n
e
s
s
u
n
i
t
s
i
n
c
o
m
p
i
l
i
n
g
p
o
l
c
i
e
s
,
w
h
e
n
r
e
q
u
i
r
e
d
O
n
g
o
i
n
g
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
L
S
L
C
6
2
0
0
0
0
0
0
I
n
f
o
r
m
a
t
i
o
n
m
a
n
-
a
g
e
m
e
n
t
s
y
s
t
e
m
(
i
n
c
l
u
d
i
n
g
c
o
n
t
r
a
c
t
r
e
p
o
s
i
t
o
r
y
N
o
n
-
e
x
i
s
t
e
n
t
T
o
p
r
o
d
u
c
e
a
n
a
c
c
e
p
t
a
b
l
e
i
n
f
o
r
m
a
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
I
n
f
o
r
m
a
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
L
S
L
C
6
2
1
2
5
0
,
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
p
o
r
t
o
n
e
x
p
e
n
-
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
L
S
L
C
6
2
2
0
0
0
0
0
T
a
s
k
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
O
n
g
o
i
n
g
T
o
p
r
o
d
u
c
e
a
n
a
c
c
e
p
t
a
b
l
e
t
a
s
k
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
T
o
p
r
o
d
u
c
e
a
n
i
n
t
e
g
r
a
t
e
d
t
a
s
k
m
a
n
a
g
e
-
m
e
n
t
s
y
s
t
e
m
w
i
t
h
t
h
e
l
e
g
a
l
i
n
f
o
r
m
a
-
t
i
o
n
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
L
S
L
C
6
2
3
1
0
0
0
0
0
6
6
0
0
0
7
5
0
0
0
8
2
0
0
0
0
L
e
g
i
s
l
a
t
i
o
n
a
n
d
c
a
s
e
l
a
w
u
p
d
a
t
e
N
o
n
-
e
x
i
s
t
e
n
t
T
o
p
r
o
d
u
c
e
a
n
u
p
d
a
t
e
d
l
a
w
l
i
b
r
a
r
y
U
p
d
a
t
e
d
l
a
w
l
i
b
r
a
r
y
w
i
t
h
c
u
r
r
e
n
t
i
n
f
o
r
m
a
t
i
o
n
a
n
d
l
e
g
a
l
p
u
b
l
i
c
a
t
i
o
n
s
L
S
L
C
6
2
2
4
5
0
0
0
0
2
0
0
0
0
2
0
0
0
0
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
-
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
L
S
L
C
6
2
5
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
-
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
L
S
L
C
6
2
6
0
0
0
0
0
134
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
s
t
C
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
p
o
r
t
o
n
e
x
p
e
n
-
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
L
S
L
C
6
2
7
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
L
S
L
C
6
2
8
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
b
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
L
S
L
C
6
2
9
0
0
0
0
0
P
r
e
p
a
r
e
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
L
S
L
C
6
3
0
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
-
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
L
S
L
C
6
3
1
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
L
S
L
C
6
3
2
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
L
S
L
C
6
3
3
0
0
0
0
0
T
o
t
a
l
c
o
s
t
8
0
0
,
0
0
0
5
8
6
,
0
0
0
0
0
0
H
U
M
A
N
R
E
S
O
U
R
C
E
S
M
A
N
A
G
E
M
E
N
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
5
.
A
s
k
i
l
l
e
d
a
n
d
c
a
p
a
b
l
e
w
o
r
k
f
o
r
c
e
t
o
s
u
p
p
o
r
t
i
n
c
l
u
s
i
v
e
g
r
o
w
t
h
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
5
]
-
L
i
n
k
m
u
n
i
c
i
p
a
l
p
r
o
c
u
r
e
m
e
n
t
t
o
s
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
5
]
-
4
.
R
e
s
e
a
r
c
h
,
d
e
v
e
l
o
p
m
e
n
t
a
n
d
i
n
n
o
v
a
t
i
o
n
i
n
h
u
m
a
n
c
a
p
i
t
a
l
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
5
]
-
E
x
p
a
n
d
s
k
i
l
l
s
d
e
v
e
l
o
p
m
e
n
t
l
e
a
r
n
e
r
s
h
i
p
s
f
u
n
d
e
d
t
h
r
o
u
g
h
s
e
c
t
o
r
t
r
a
i
n
i
n
g
a
u
t
h
o
r
i
t
i
e
s
a
n
d
N
a
t
i
o
n
a
l
S
k
i
l
l
s
F
u
n
d
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
e
g
i
s
l
a
t
i
o
n
,
P
o
l
i
-
c
i
e
s
a
n
d
C
o
l
l
e
c
-
t
i
v
e
A
g
r
e
e
m
e
n
t
s
H
R
P
o
l
i
c
i
e
s
e
x
i
s
t
,
b
u
t
n
e
e
d
s
r
e
v
i
s
i
o
n
D
e
v
e
l
o
p
m
e
n
t
o
f
a
u
d
i
t
r
e
g
i
s
t
e
r
o
n
a
l
l
H
R
p
o
l
i
c
i
e
s
R
e
v
i
s
e
d
a
n
d
p
r
a
c
-
t
i
c
a
l
p
o
l
i
c
i
e
s
H
R
M
6
3
4
0
0
0
0
0
D
e
v
e
l
o
p
a
n
H
R
p
o
l
i
c
y
d
o
c
u
-
m
e
n
t
H
R
M
6
3
5
0
0
0
0
0
C
o
n
s
u
l
t
a
t
i
o
n
o
n
L
o
c
a
l
L
a
b
o
u
r
F
o
r
u
m
(
L
L
F
)
H
R
M
6
3
6
0
0
0
0
0
R
e
p
o
r
t
t
o
O
v
e
r
s
i
g
h
t
C
o
m
m
i
t
-
t
e
e
H
R
M
6
3
7
0
0
0
0
0
R
e
v
i
s
i
o
n
o
f
O
r
g
a
n
i
s
a
t
i
o
n
a
l
S
t
r
u
c
t
u
r
e
I
n
e
f
f
e
c
t
i
v
e
s
t
r
u
c
-
t
u
r
e
G
u
i
d
e
l
i
n
e
d
o
c
u
m
e
n
t
S
t
r
u
c
t
u
r
e
t
h
a
t
w
i
l
l
e
n
a
b
l
e
e
f
?
c
i
e
n
t
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
H
R
M
6
3
8
0
0
0
0
0
D
r
a
f
t
i
n
g
o
f
p
r
o
p
o
s
e
d
s
t
r
u
c
t
u
r
e
s
H
R
M
6
3
9
0
0
0
0
0
135
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
e
s
e
n
t
i
n
g
s
t
r
u
c
t
u
r
e
s
t
o
L
L
F
H
R
M
6
4
0
0
0
0
0
0
C
o
n
s
i
d
e
r
i
n
g
s
u
g
g
e
s
t
i
o
n
s
b
y
L
a
b
o
u
r
H
R
M
6
4
1
0
0
0
0
0
A
c
c
e
p
t
a
n
c
e
o
f
s
t
r
u
c
t
u
r
e
s
b
y
C
A
H
R
M
6
4
2
0
0
0
0
0
I
n
f
o
r
m
i
n
g
C
o
u
n
c
i
l
a
n
d
M
E
C
o
n
n
e
w
s
t
r
u
c
t
u
r
e
s
H
R
M
6
4
3
0
0
0
0
0
A
l
l
o
c
a
t
i
o
n
o
f
S
t
a
f
f
t
o
N
e
w
s
t
r
u
c
t
u
r
e
I
n
e
f
f
e
c
t
i
v
e
O
r
g
S
t
r
u
c
t
u
r
e
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
a
A
l
l
o
c
a
t
i
o
n
G
u
i
d
e
l
i
n
e
A
l
l
s
t
a
f
f
c
o
r
r
e
c
t
l
y
p
l
a
c
e
d
a
c
c
o
r
d
-
i
n
g
t
o
s
k
i
l
l
s
a
n
d
e
x
p
e
r
i
e
n
c
e
H
R
M
6
4
4
0
0
0
0
0
C
o
n
s
u
l
t
i
n
g
w
i
t
h
L
a
b
o
u
r
o
n
g
u
i
d
e
l
i
n
e
a
s
p
e
r
m
i
n
u
t
e
s
&
a
g
e
n
d
a
s
H
R
M
6
4
5
0
0
0
0
0
D
o
a
l
l
o
c
a
t
i
o
n
s
p
e
r
u
n
i
t
a
s
p
e
r
g
u
i
d
e
l
i
n
e
H
R
M
6
4
6
0
0
0
0
0
D
e
a
l
w
i
t
h
o
b
j
e
c
t
i
o
n
s
a
n
d
d
i
s
p
u
t
e
s
&
r
e
p
o
r
t
t
o
O
v
e
r
s
i
g
h
t
C
o
m
m
i
t
t
e
e
H
R
M
6
4
7
0
0
0
0
0
J
o
b
E
v
a
l
u
a
t
i
o
n
(
J
E
)
N
o
T
A
S
K
F
i
n
a
l
O
u
t
c
o
m
e
R
e
p
o
r
t
(
F
O
R
)
E
n
s
u
r
e
t
r
a
n
s
f
e
r
o
f
P
J
E
C
t
o
M
s
u
n
d
u
z
i
J
E
c
o
m
m
i
t
t
e
e
E
v
a
l
u
a
t
e
a
l
l
p
o
s
t
o
n
n
e
w
s
t
r
u
c
t
u
r
e
o
n
T
A
S
K
J
E
s
y
s
t
e
m
H
R
M
6
4
8
0
0
0
0
0
F
i
n
a
l
i
s
e
s
t
r
u
c
t
u
r
e
H
R
M
6
4
9
0
0
0
0
0
F
i
n
a
l
i
s
e
p
r
o
p
e
r
J
o
b
D
e
s
c
r
i
p
-
t
i
o
n
H
R
M
6
5
0
0
0
0
0
0
S
u
b
m
i
t
J
D
’
s
t
o
M
J
E
C
H
R
M
6
5
1
0
0
0
0
0
S
u
b
m
i
t
r
e
s
u
l
t
s
t
o
M
u
n
i
c
i
p
a
l
i
t
y
f
o
r
a
u
d
i
t
H
R
M
6
5
2
0
0
0
0
0
I
m
p
l
e
m
e
n
t
i
n
t
e
r
i
m
r
e
s
u
l
t
s
H
R
M
6
5
3
0
0
0
0
0
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
s
h
a
r
e
d
v
a
l
u
e
s
y
s
t
e
m
L
a
c
k
o
f
v
a
l
u
e
s
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
V
i
s
i
o
n
a
n
d
s
h
a
r
e
d
v
a
l
u
e
s
a
t
S
t
r
a
t
e
g
i
c
l
e
v
e
l
E
m
b
e
d
d
i
n
g
a
s
h
a
r
e
d
v
a
l
u
e
s
y
s
t
e
m
t
o
t
r
y
a
n
d
e
n
s
u
r
e
e
t
h
i
c
a
l
c
o
n
d
u
c
t
b
y
s
t
a
f
f
H
R
M
6
5
4
0
0
0
0
0
C
o
m
m
u
n
i
c
a
t
i
o
n
t
o
a
l
l
s
t
a
f
f
H
R
M
6
5
5
0
0
0
0
0
W
o
r
k
s
h
o
p
s
o
n
v
a
l
u
e
s
H
R
M
6
5
6
0
0
0
0
0
M
o
n
i
t
o
r
H
R
M
6
5
7
0
0
0
0
0
L
a
b
o
u
r
r
e
l
a
t
i
o
n
s
M
a
n
a
g
e
a
b
l
e
E
n
s
u
r
e
f
u
n
c
t
i
o
n
i
n
g
o
f
L
L
F
S
o
u
n
d
l
a
b
o
u
r
r
e
l
a
t
i
o
n
s
w
i
t
h
i
n
a
m
b
i
t
o
f
L
a
w
,
p
o
l
i
c
i
e
s
a
n
d
c
o
l
-
l
e
c
t
i
v
e
a
g
r
e
e
m
e
n
t
s
H
R
M
6
5
8
0
0
0
0
0
P
r
o
m
p
t
a
c
t
i
o
n
a
n
d
d
e
c
i
s
i
o
n
s
o
n
g
r
i
e
v
a
n
c
e
s
a
n
d
c
o
n
?
i
c
t
a
r
e
a
s
R
M
6
5
9
0
0
0
0
0
S
t
a
f
?
n
g
N
o
a
d
h
e
r
e
n
c
e
t
o
p
o
l
i
c
y
a
n
d
s
o
u
n
d
s
t
a
f
?
n
g
p
r
a
c
t
i
c
e
s
.
D
e
v
e
l
o
p
f
a
i
r
R
e
c
r
u
i
t
m
e
n
t
a
n
d
s
e
l
e
c
t
i
o
n
p
o
l
i
c
y
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
I
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
c
o
m
p
l
i
a
n
c
e
t
o
p
o
l
i
c
y
H
R
M
6
6
0
0
0
0
0
0
S
w
i
f
t
?
l
l
i
n
g
o
f
v
a
c
a
n
c
i
e
s
H
R
M
6
6
1
0
0
0
0
136
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
M
o
r
e
f
o
c
u
s
o
n
P
r
i
m
a
r
y
H
e
a
l
t
h
t
h
a
n
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
D
e
?
n
e
s
e
r
v
i
c
e
a
n
d
K
P
A
’
s
I
m
p
r
o
v
e
d
O
c
-
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
H
R
M
6
6
2
0
0
0
0
0
P
r
o
c
e
d
u
r
e
f
o
r
p
r
e
a
n
d
p
o
s
t
m
e
d
i
c
a
l
s
H
R
M
6
3
0
0
0
0
0
O
c
c
u
p
a
t
i
o
n
a
l
H
e
a
l
t
h
p
r
o
g
r
a
m
p
e
r
a
n
n
u
m
H
R
M
6
6
4
0
0
0
0
0
C
o
m
p
l
i
a
n
c
e
t
o
w
a
r
d
m
e
d
i
c
i
n
e
.
H
R
M
6
6
5
0
0
0
0
0
S
u
p
p
o
r
t
t
o
w
a
r
d
s
E
A
P
H
R
M
6
6
6
0
0
0
0
0
S
k
i
l
l
s
D
e
v
e
l
o
p
-
m
e
n
t
W
S
P
s
u
b
m
i
t
t
e
d
D
e
v
e
l
o
p
P
e
r
s
o
n
a
l
D
e
v
P
l
a
n
f
o
r
e
a
c
h
s
t
a
f
f
m
e
m
b
e
r
S
t
r
u
c
t
u
r
e
d
p
r
o
c
e
s
s
t
o
d
e
v
e
l
o
p
s
k
i
l
l
s
o
f
s
t
a
f
f
t
o
e
n
s
u
r
e
s
k
i
l
l
e
d
h
u
m
a
n
r
e
s
o
u
r
c
e
s
H
R
M
6
6
7
2
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
L
i
n
k
P
D
P
t
o
W
S
P
H
R
M
6
6
8
0
0
0
0
0
L
i
n
k
W
S
P
t
o
I
D
P
H
R
M
6
6
9
0
0
0
0
0
L
i
n
k
W
S
P
t
o
b
u
d
g
e
t
H
R
M
6
7
0
0
0
0
0
0
L
i
n
k
t
r
a
i
n
i
n
g
p
r
o
g
r
a
m
t
o
S
D
B
I
P
H
R
M
6
7
1
0
0
0
0
0
T
i
m
e
a
n
d
A
t
t
e
n
-
d
a
n
c
e
m
a
n
a
g
e
-
m
e
n
t
c
o
n
t
r
o
l
s
P
o
o
r
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
P
r
o
j
e
c
t
t
e
a
m
t
o
i
n
v
e
s
t
i
g
a
t
e
,
p
l
a
n
a
n
d
r
e
c
o
m
-
m
e
n
d
B
i
o
m
e
t
r
i
c
d
e
v
i
s
e
.
E
f
?
c
i
e
n
t
s
y
s
t
e
m
t
o
c
o
n
t
r
o
l
a
t
t
e
n
d
a
n
c
e
a
n
d
m
a
n
a
g
e
a
b
s
e
n
t
e
e
i
s
m
H
R
M
6
7
2
3
0
0
0
0
0
0
0
0
0
0
B
u
d
g
e
t
H
R
M
6
7
3
0
0
0
0
0
C
o
n
s
u
l
t
a
t
i
o
n
o
n
L
L
F
H
R
M
6
7
4
0
0
0
0
0
I
m
p
l
e
m
e
n
t
H
R
M
6
7
5
0
0
0
0
0
I
n
t
r
o
d
u
c
t
i
o
n
o
f
E
m
p
l
o
y
e
e
A
s
-
s
i
s
t
a
n
c
e
P
r
o
g
r
a
m
(
E
A
P
)
N
o
n
m
a
n
a
g
e
m
e
n
t
o
f
s
t
a
f
f
w
e
l
f
a
r
e
P
r
o
v
i
s
i
o
n
o
n
O
r
g
S
t
r
u
c
t
u
r
e
E
f
f
e
c
t
i
v
e
m
a
n
a
g
e
-
m
e
n
t
o
f
s
t
a
f
f
w
e
l
f
a
r
e
H
R
M
6
7
6
1
0
0
0
0
0
0
0
0
0
D
r
a
f
t
i
n
g
,
c
o
n
s
u
l
t
i
n
g
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
p
o
l
i
c
y
H
R
M
6
7
7
0
0
0
0
0
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
E
A
P
p
r
o
-
g
r
a
m
f
o
r
2
0
1
1
H
R
M
6
7
8
0
0
0
0
0
H
R
I
n
f
o
r
m
a
t
i
o
n
s
y
s
t
e
m
s
N
o
n
a
v
a
i
l
a
b
i
l
i
t
y
o
f
c
o
r
r
e
c
t
H
R
d
a
t
a
N
e
e
d
s
a
n
a
l
y
s
i
s
E
f
f
e
c
t
i
v
e
m
a
n
a
g
e
-
m
e
n
t
o
f
H
R
d
a
t
a
H
R
M
6
7
9
0
0
0
0
0
D
e
v
e
l
o
p
m
e
n
t
o
f
d
a
t
a
t
e
m
-
p
l
a
t
e
s
f
o
r
a
n
n
u
a
l
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
i
n
g
H
R
M
6
8
0
0
0
0
0
0
S
y
s
t
e
m
s
i
n
t
e
r
f
a
c
e
b
e
t
w
e
e
n
a
l
l
r
e
l
a
t
e
d
s
o
f
t
w
a
r
e
H
R
M
6
8
1
0
0
0
0
0
H
R
B
u
d
g
e
t
N
e
e
d
s
r
e
v
i
s
i
o
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
H
R
M
6
8
2
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
H
R
M
6
8
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
H
R
M
6
8
3
0
0
0
0
0
137
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
H
R
M
6
8
4
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
-
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
H
R
M
6
8
5
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
H
R
M
6
8
6
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
H
R
M
6
8
7
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
H
R
M
6
8
8
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
H
R
M
6
8
9
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
H
R
M
6
9
0
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
-
t
o
r
G
e
n
e
r
a
l
H
R
M
6
9
1
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
H
R
M
6
9
2
0
0
0
0
0
Q
u
a
l
i
?
e
d
M
a
n
-
a
g
e
m
e
n
t
H
R
M
6
9
3
0
0
0
0
0
R
e
c
r
u
i
t
m
e
n
t
a
n
d
s
e
l
e
c
t
i
o
n
s
t
r
a
t
e
g
y
H
R
M
6
9
4
0
0
0
0
0
M
o
t
i
v
a
t
e
d
s
t
a
f
f
H
R
M
6
9
5
0
0
0
0
0
D
e
t
e
r
m
i
n
a
t
i
o
n
o
f
w
a
g
e
c
u
r
v
e
H
R
M
6
9
6
0
0
0
0
0
P
l
a
c
e
m
e
n
t
o
f
s
t
a
f
f
H
R
M
6
9
7
0
0
0
0
T
O
T
A
L
5
1
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
138
Msunduzi Municipality Integrated Development Plan 2011 – 2016
M
A
R
K
E
T
I
N
G
&
P
U
B
L
I
C
R
E
L
A
T
I
O
N
S
M
A
N
A
G
E
M
E
N
T
P
l
a
n
4
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
(
i
n
s
t
i
t
u
t
i
o
n
a
l
a
n
d
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
)
C
i
t
y
G
o
a
l
/
s
:
A
w
e
l
l
-
g
o
v
e
r
n
e
d
C
i
t
y
u
n
d
e
r
p
i
n
n
e
d
b
y
m
e
a
n
i
n
g
f
u
l
p
u
b
l
i
c
p
a
r
t
i
c
i
p
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
2
.
A
d
e
v
e
l
o
p
m
e
n
t
-
o
r
i
e
n
t
a
t
e
d
p
u
b
l
i
c
s
e
r
v
i
c
e
a
n
d
i
n
c
l
u
s
i
v
e
c
i
t
i
z
e
n
s
h
i
p
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
2
]
-
E
n
s
u
r
e
c
o
u
n
c
i
l
s
b
e
h
a
v
e
i
n
w
a
y
s
t
o
r
e
s
t
o
r
e
c
o
m
m
u
n
i
t
y
t
r
u
s
t
i
n
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
2
]
-
4
.
I
n
f
o
r
m
a
t
i
o
n
c
a
m
p
a
i
g
n
o
n
c
o
n
s
t
i
t
u
t
i
o
n
a
l
r
i
g
h
t
s
a
n
d
1
.
E
n
h
a
n
c
e
t
h
e
A
f
r
i
c
a
n
a
g
e
n
d
a
a
n
d
s
u
s
t
a
i
n
a
b
l
e
d
e
v
e
l
o
p
m
e
n
t
r
e
s
p
o
n
s
i
b
i
l
i
t
i
e
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
2
]
-
O
v
e
r
s
i
g
h
t
o
f
d
e
l
i
v
e
r
y
a
g
r
e
e
m
e
n
t
s
S
e
c
t
o
r
P
l
a
n
:
P
u
b
l
i
c
P
a
r
t
i
c
i
p
a
t
i
o
n
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
G
o
o
d
G
o
v
e
r
n
a
n
c
e
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
l
a
t
i
o
n
-
s
h
i
p
w
i
t
h
t
o
u
r
i
s
m
a
g
e
n
c
y
U
n
h
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
P
r
e
p
a
r
e
a
t
w
o
w
a
y
S
L
A
w
i
t
h
T
o
u
r
i
s
m
a
g
e
n
c
y
H
e
a
l
t
h
y
r
e
l
a
t
i
o
n
s
h
i
p
M
P
R
6
9
8
0
0
0
0
0
E
v
e
n
t
s
m
a
n
-
a
g
e
m
e
n
t
P
o
o
r
s
e
r
v
i
c
e
a
n
d
o
v
e
r
s
p
e
n
d
i
n
g
P
r
e
p
a
r
a
t
i
o
n
o
f
a
n
a
n
n
u
a
l
e
v
e
n
t
s
s
c
h
e
d
u
l
e
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
6
9
9
4
0
0
0
0
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
M
a
r
k
e
t
i
n
g
o
f
C
i
t
y
P
o
o
r
m
a
r
k
e
t
i
n
g
P
r
e
p
a
r
e
a
m
a
r
k
e
t
i
n
g
p
l
a
n
f
o
r
t
h
e
C
i
t
y
P
e
r
s
i
s
t
e
n
t
m
a
r
k
e
t
i
n
g
M
P
R
7
0
0
0
1
0
0
0
0
0
0
0
0
0
I
n
c
r
e
a
s
e
i
n
r
a
t
e
p
a
y
e
r
s
b
y
5
%
o
f
t
h
e
v
a
l
u
a
-
t
i
o
n
r
o
l
l
M
P
R
7
0
1
0
0
0
0
0
P
r
o
d
u
c
e
M
a
r
k
e
t
i
n
g
s
t
r
a
t
e
g
y
&
c
o
m
m
u
n
i
c
a
t
e
t
o
a
l
l
M
P
R
7
0
2
0
0
0
0
0
P
u
b
l
i
c
r
e
l
a
-
t
i
o
n
s
U
n
a
c
c
e
p
t
a
b
l
e
P
r
e
p
a
r
e
p
u
b
l
i
c
r
e
l
a
t
i
o
n
s
p
o
l
i
c
y
G
o
o
d
r
e
l
a
-
t
i
o
n
s
M
P
R
7
0
3
5
0
0
0
0
0
5
0
0
0
0
0
0
0
0
P
r
e
p
a
r
e
C
u
s
t
o
m
e
r
S
e
r
v
i
c
e
S
u
r
v
e
y
s
M
P
R
7
0
4
0
0
0
0
0
S
e
t
T
a
r
g
e
t
s
f
o
r
I
m
p
r
o
v
e
m
e
n
t
M
P
R
7
0
5
0
0
0
0
0
0
0
0
0
0
C
o
n
d
u
c
t
c
u
s
t
o
m
e
r
s
u
r
v
e
y
s
M
P
R
7
0
6
0
0
0
0
0
C
r
e
a
t
e
a
p
r
e
s
s
r
e
l
e
a
s
e
c
o
n
t
r
o
l
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
M
P
R
7
0
7
0
0
0
0
0
C
a
l
l
c
e
n
t
r
e
N
o
n
-
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
a
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
a
l
l
c
e
n
t
r
e
I
m
p
l
e
m
e
n
t
e
d
c
a
l
l
c
e
n
t
r
e
M
P
R
7
0
8
2
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
R
e
p
o
r
t
o
n
b
u
s
i
n
e
s
s
p
l
a
n
p
r
o
g
r
e
s
s
M
P
R
7
0
9
0
0
0
0
0
P
r
e
p
a
r
e
c
u
s
t
o
m
e
r
c
o
m
p
l
a
i
n
t
s
r
e
p
o
r
t
&
r
e
p
o
r
t
M
P
R
7
1
0
0
0
0
0
0
C
r
e
a
t
e
a
c
u
s
t
o
m
e
r
c
o
m
m
u
n
i
c
a
t
i
o
n
s
f
o
r
u
m
M
P
R
7
1
1
0
0
0
0
0
P
r
o
d
u
c
e
a
p
l
a
n
a
n
d
r
o
s
t
e
r
f
o
r
e
d
u
c
a
t
i
o
n
a
l
w
o
r
k
s
h
o
p
s
M
P
R
7
1
2
0
0
0
0
0
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
o
o
r
C
o
m
m
u
n
i
-
c
a
t
i
o
n
P
r
o
d
u
c
e
I
n
t
e
r
n
a
l
N
e
w
s
L
e
t
t
e
r
N
e
w
s
l
e
t
t
e
r
M
P
R
7
1
3
0
0
0
0
0
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
s
t
r
a
t
e
g
y
M
P
R
7
1
4
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
r
p
o
r
a
t
e
i
d
e
n
t
i
t
y
M
P
R
7
1
5
0
0
0
0
0
C
r
e
a
t
e
M
s
u
n
d
u
z
i
c
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
u
m
M
P
R
7
1
6
0
0
0
0
0
C
o
m
p
l
e
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
p
o
l
i
c
y
M
P
R
7
1
7
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
-
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
M
P
R
7
1
8
0
0
0
0
0
139
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
M
P
R
7
1
9
0
0
0
0
0
C
o
s
t
C
o
n
-
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
-
t
a
i
n
e
d
M
P
R
7
2
0
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
M
P
R
7
2
1
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
M
P
R
7
2
2
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
M
P
R
7
2
3
0
0
0
0
0
A
s
s
e
t
C
o
n
-
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
-
t
r
o
l
l
e
d
M
P
R
7
2
4
0
0
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
M
P
R
7
2
5
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
M
P
R
7
2
6
0
0
0
0
0
T
O
T
A
L
S
6
5
0
0
0
0
0
7
5
0
0
0
0
0
0
0
0
I
N
F
O
R
M
A
T
I
O
N
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
S
y
s
t
e
m
s
P
o
o
r
M
a
n
a
g
e
-
m
e
n
t
I
n
f
o
r
m
a
-
t
i
o
n
U
n
d
e
r
t
a
k
e
a
u
s
e
r
n
e
e
d
s
a
n
a
l
y
s
i
s
I
m
p
l
e
m
e
n
t
e
d
M
I
S
I
N
F
O
7
2
7
0
0
0
0
0
M
a
t
c
h
s
y
s
t
e
m
s
t
o
u
s
e
r
n
e
e
d
s
S
e
l
e
c
t
i
o
n
o
f
n
e
w
E
R
P
s
y
s
t
e
m
I
N
F
O
7
2
8
0
0
0
0
0
D
e
v
e
l
o
p
o
p
t
i
m
i
z
a
t
i
o
n
s
t
r
a
t
e
g
y
f
o
r
a
l
l
s
o
f
t
w
a
r
e
p
a
c
k
a
g
e
s
S
y
s
t
e
m
e
n
c
o
m
-
p
a
s
s
e
s
8
0
%
o
f
c
o
u
n
c
i
l
’
s
n
e
e
d
s
I
N
F
O
7
2
9
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
o
f
n
o
n
c
o
m
p
l
i
-
a
n
c
e
w
i
t
h
I
C
T
p
o
l
i
c
i
e
s
b
y
I
n
t
e
r
n
a
l
&
E
x
t
e
r
n
a
l
A
u
d
i
t
I
N
F
O
7
3
0
0
0
0
0
0
T
e
c
h
n
i
c
a
l
S
y
s
t
e
m
S
u
p
p
o
r
t
S
e
r
v
i
c
e
s
I
n
a
d
e
q
u
a
t
e
S
u
p
p
o
r
t
t
o
b
e
s
p
e
l
t
o
u
t
i
n
S
L
A
A
d
e
q
u
a
t
e
s
e
r
v
i
c
e
I
N
F
O
7
3
1
-
0
0
0
0
I
C
T
V
a
r
i
o
u
s
I
N
F
O
7
3
2
1
4
,
9
0
0
,
0
0
0
0
0
0
0
R
e
m
e
d
i
a
t
i
o
n
o
f
A
G
s
F
i
n
d
i
n
g
s
F
a
v
o
u
r
a
b
l
e
A
G
s
R
e
p
o
r
t
0
0
0
0
0
N
e
t
w
o
r
k
(
L
A
N
&
W
A
N
)
S
t
a
b
l
e
A
p
p
o
i
n
t
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
f
o
r
m
a
i
n
t
e
-
n
a
n
c
e
o
f
W
a
n
&
L
A
N
H
i
g
h
n
e
t
w
o
r
k
a
v
a
i
l
a
b
i
l
i
t
y
I
N
F
O
7
3
3
0
0
0
0
0
H
a
r
d
w
a
r
e
S
L
A
s
e
x
i
s
t
b
y
e
x
t
e
n
s
i
o
n
I
m
p
l
e
m
e
n
t
a
d
e
q
u
a
t
e
H
a
r
d
w
a
r
e
S
L
A
s
f
o
r
m
i
n
o
f
2
y
e
a
r
s
W
e
l
l
m
a
i
n
t
a
i
n
e
d
a
n
d
f
u
n
c
t
i
o
n
a
l
e
q
u
i
p
m
e
n
t
I
N
F
O
7
3
4
0
2
2
0
0
0
0
0
0
0
0
140
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
o
f
t
w
a
r
e
T
o
o
m
a
n
y
v
e
n
d
o
r
s
C
o
n
s
o
l
i
d
a
t
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
F
e
w
e
r
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
I
N
F
O
7
3
5
0
0
%
0
0
0
Q
u
i
c
k
t
u
r
n
-
a
r
o
u
n
d
t
i
m
e
s
0
0
0
0
0
D
i
s
a
s
t
e
r
R
e
-
c
o
v
e
r
y
I
n
a
d
e
q
u
a
t
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
d
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
I
N
F
O
7
3
6
0
2
0
0
0
0
0
0
0
0
0
I
m
p
l
e
m
e
n
t
p
l
a
n
I
N
F
O
7
3
7
0
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
f
r
o
m
I
n
t
e
r
n
a
l
&
E
x
t
e
r
n
a
l
A
u
d
i
t
I
N
F
O
7
3
8
0
0
0
0
0
Q
u
a
l
i
t
y
A
s
s
u
r
-
a
n
c
e
F
u
l
l
I
T
I
L
o
r
C
o
B
i
t
c
o
m
p
l
i
a
n
c
e
t
o
b
e
a
c
h
i
e
v
e
d
a
n
d
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
I
N
F
O
7
3
9
0
0
0
0
0
C
e
r
t
i
?
c
a
t
i
o
n
o
f
c
o
m
p
l
i
a
n
c
e
t
o
b
e
r
e
p
o
r
t
e
d
I
N
F
O
7
4
0
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
-
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
r
o
n
m
e
n
t
I
N
F
O
7
4
1
0
%
0
%
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
-
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
I
N
F
O
7
4
2
0
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
I
N
F
O
7
4
3
0
0
%
0
0
0
B
u
d
g
e
t
S
p
e
n
d
U
n
k
n
o
w
n
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
t
o
b
e
s
p
e
n
t
i
n
s
o
f
a
r
a
s
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
i
s
c
o
n
c
e
r
n
e
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
I
N
F
O
7
4
4
0
0
0
0
0
R
e
p
o
r
t
o
n
s
p
e
n
d
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
I
N
F
O
7
4
5
0
0
0
0
0
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
I
N
F
O
7
4
6
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
-
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
I
N
F
O
7
4
7
0
%
0
%
0
0
0
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
I
N
F
O
7
4
8
0
%
0
0
0
0
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
I
N
F
O
7
4
9
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
S
y
s
t
e
m
s
S
e
l
e
c
-
t
i
o
n
o
f
E
R
P
s
y
s
t
e
m
s
o
f
c
o
u
n
c
i
l
I
N
F
O
7
5
0
0
0
0
0
0
I
n
f
o
r
m
a
t
i
o
n
C
e
n
t
r
e
I
N
F
O
7
5
1
0
0
0
0
0
R
e
m
e
d
i
a
t
i
o
n
o
f
A
G
’
s
?
n
d
i
n
g
I
N
F
O
7
5
2
0
0
0
0
0
I
T
I
L
/
C
O
B
i
t
t
r
a
i
n
i
n
g
I
N
F
O
7
5
3
0
0
0
0
0
T
O
T
A
L
1
4
,
9
0
0
,
0
0
0
5
8
8
0
0
0
0
0
0
0
0
141
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13. ECONOMIC DEVELOPMENT
13.2. Introduction
Local Economic Development is de?ned by the World Bank as an opportunity offered to local government, the
private sector, the not-for-pro?t sectors and the local community to work together to improve the local economy.
Having said that one can not under-estimate the serious threats that are posed by the global economic meltdown
against our fundamental values and principles in pursuing a better life for all citizens. Hence many gains are
attributed to our sound economic system, one cannot shy away from these critical factors that are mitigating against
our gains, the growing scarges of poverty among our citizens, unprecedent levels of unemployment and shattered
levels of economic growth. These three factors if not understood and collectively attended to by government and
private sector are likely to distort our gains where lives were sacri?ced for peace, freedom and democracy. South
Africa as one of the global players and the leader in the African Continent can not escape the economic recession , it
then calls upon South Africans, brothers and sisters in the Continent to go back to the basics and tighten our belts.
13.3. Background
13.3.1. The implications of global economic integration have changed the role of cities worldwide. Cities are now
critical role players in the global economy. They are central units in which the national and international
GDPs are dependent. For instance, the City of Choice and its fellow members in the SACN collectively
account for +/- 80 % of the GDP of the Republic of South Africa. As a result, the developmental agenda of
government at local level has also meant tying community development together with business development
to overcome distorted spatial economies in cities. A need to focus more on skills and human resource
development for economic growth has emerged. Economic growth and poverty eradication have become the
central organizing themes of our IDP, budgets and business plans.
13.3.2. The municipality boasts many comparative advantages for economic development of communities and
business. As the capital of KZN, the city boasts a viable infrastructure necessary for the needs of a diverse
range of stakeholders, from government to big business to small enterprises. The proximity of the city
to both port, rail and road infrastructure, has made it, in the past 10 years and rising in the last ?ve, a
destination of choice for many investors, and already much interest has been shown in the city by foreign
and local investors, some of whom have moved operations to the city not only due to our business drives,
but more so for the unique mix of business and quality of life evident in all the parts of the city.
13.3.3. The strategic objectives of the city have been in alignment with the IDP and have also met with the approval
of the business community, which has a partnership stretching beyond operational issues, but also includes
strategic partnerships such as the ?rst amalgamated chamber of business to be formed, further entrenching
the cohesive relationship business has with us.
13.3.4. The city has also developed a spatial understanding of the economy which is essential because we cannot
perpetuate apartheid Spacial Planning as we need to deal with the real issues facing our economy not only
as a city but as a country and province. Due to apartheid planning, market led approaches to business
development was rife, and did not make provision for community development, leaving many people outside
the boundaries and realm of economic activity and development. This trend has led to jobless growth and
widened inequality in the city. The identi?cation of land, in accordance with the municipality’s IDP and
Land Use Management Plan, has been achieved, and a CBD extension node achieved.
13.3.5. The development of the Msunduzi Local Economic Development strategy would need to take into account
the Accelerated Shared Growth Initiative of South Africa (ASGISA) imperatives and ensure the alignment
and coordination thereof, with the Provincial Growth and Development Strategy (PGDS)
13.3.6. Signs of the rise in con?dence in the city were noted with the ?rst successful investment conference in 2000,
followed by another in 2003 which ushered in such ?agship developments as the Waterfront Development,
multi-million rand development in one of the municipality’s prime areas of development; the Duzi River
with its annual international events and panoramic views of the city, the Liberty Midlands Mall and inner
city rejuvenation. As Capital of the province, business con?dence has more than been cemented by the
movement of the legislature from Ulundi, and a Capital Coalition has been formed to further enhance the
role of the city as capital of the province.
142
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.3.7. Our efforts at attracting listed and export oriented companies into the municipality have also been equally
successful, and have earned the municipality the enviable reputation of being a “can-do municipality” with
our proactive stance towards development. The development of the Liberty Midlands Mall, the relocation
of Alltube, a major exporter of aluminium radiator tubing to countries such as China and Europe for the
automotive industry to the city and Plexicor, a UK-funded bathware operation and many other businesses
to the city have all been proof of our ability to “seal the deal”. These have contributed signi?cantly to the
rates base, thereby further improving the city’s ?nances.
13.3.8. Our investment friendly incentive packages rank among the best in the country and are competitive
internationally as well among many third generation municipalities. Since August 2001, the concession of
more than 40 new investments, and a similar number of expansions, have resulted in the creation of more
than 7000 new jobs.
13.4. Economic Review
The quarterly analysis of the city’s economy, which has been undertaken since 2003, indicates that economic activity
continues to increase at a rapid pace, with the increase for 2006 being 26%. Business con?dence remains high, and
at the end of 2006 stands at 83, mirroring the ?gure for the country as a whole. In summary, business is saying that
present business/trading conditions are good, sales are expected to be better, and they are expecting to expand their
businesses and to employ more people. The recent development in economic downturn has painted a bleak future for
most cities and the Msunduzi Municipality has been approached by companies that are ?nding dif?culty to operate
under these trying conditions, through engagements with those companies, various strategies and approaches will
be explored particular for those companies dependent on foreign export to begin to explore products required by
domestic markets. Having the former Minister of Finance said that South Africa will not pay out bailout to ailing
companies then the Municipality will follow the same position and further more, the MFMA rules against that.
Hopefully the Department of Trade and Industry will be invited to provide guidance in this regard.
The city’s economy continues to be consumer driven, with the real estate and business services sectors, and
the wholesale and retail sectors having the most number of businesses. However, in terms of total turnover, the
manufacturing sector is dominant contributing more than 35% of total turnover.
KEY SECTORS
% OF TOTAL
NUMBER OF
BUSINESSES
% OF TOTAL
TURNOVER
Real Estate and Business Services 73,5 15,6
Wholesale and Retail 7,1 23,5
Social and Personal Services 4,2 1,8
Catering and Accommodation 3,6 3,1
Construction 3,6 1,2
Farming, agriculture, forestry 3,3 10,3
Manufacturing 2,5 35,1
SECTOR DISTRIBUTION OF THE ECONOMY
KEY SECTORS % OF ECONOMY
Consumer sales and other services 54
Manufacturing 16
Retail 13
Training 8
Hospitality and tourism 6
Professional and ?nancial services 2
Other trade 1
143
Msunduzi Municipality Integrated Development Plan 2011 – 2016
KEY MANUFACTURING SUB-SECTORS
SUB-SECTOR %
Food and Beverages 15,3
Metals products, machinery and equipment 12,4
Paper, publishing and printing 10,7
Petroleum, chemicals, rubber and plastics 10,0
Motor vehicle parts, accessories, bodies, trailers 8,2
Wood and Furniture 7,2
One of the key factors in the growth of the city’s economy has been the elevation of the city to provincial capital
status. This has resulted in the structured move of government departments from eThekwini (Durban) to Msunduzi
(Pietermaritzburg) which has seen a signi?cant increase in the number of government of?cials, and the concomitant
demands of people for accommodation, consumer goods and other services.
13.5. Strategic Goals
The following strategic goals form the basis of the current economic development strategy for the city:
• Development of all appropriate sectors of the local economy
• Development and retention of all businesses, formal and informal
• Reducing poverty and creating sustainable communities (halve poverty by 2014)
• Creation of jobs (halve unemployment by 2014)
• Skills development for the local economy
• Promotion of investment and development in the manufacturing sector
• Accessing funding for local economic development
13.6. Strategies
13.6.1 Establishment of an Economic Development Business Unit
The current structure is under review in line with the review of the municipality’s organisational review
process. The revised unit must be staffed quickly with the relevant skilled personnel.
13.6.2. Promotion of the retention and expansion of local businesses
Formulation of a dedicated visitation programme for local businesses, across the various sectors, promoting
dialogue between businesses and the municipality, providing a platform for airing grievances and resolving
problems; making the resources of the municipality’s Investment Facilitation Team and the council’s
investment incentives available to local businesses.
13.6.3. Establishment of a socio-economic data base
Utilisation of the UKZN Business School, as well as the District Municipality for the collection and analysis
of data which will be utilised for pro?ling and understanding the Pietermaritzburg economy, and to generally
inform the work of the business unit.
13.6.3. To promote and attract inward investment
Work closely with Trade and Investment KZN, the provincial trade and investment agency, to showcase the
city as an investment destination; continually review the city’s business investment incentives so that they
are attractive to investors; provide an ef?cient one-stop-service through the Investment Facilitation Team for
investors; work closely with the other business units to ensure that the city is seen as a well-managed, well-
serviced city which is good for business; develop and distribute appropriate marketing material.
144
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.6.4. Promotion of key sectors within the city’s economy
In addition to the footwear and leather, wood and furniture, aluminium, tourism and auto-components
sectors, establish other key sectors through interaction with the relevant stakeholders; develop learnerships
through FET, DIT and business skills agencies for the development of skills for the key sectors; develop
special incentives for the key sectors; develop a strategy for the participation of emerging entrepreneurs in
these sectors.
13.6.5. To promote, co-ordinate and maximise economic development from events taking place within the city
Develop a strategy with the organisers of events like the Comrades Marathon, Duzi Marathon, Midmar Mile,
Art in the Park, Royal Agricultural Show, etc. to maximise bene?ts for the city.
13.6.6. To facilitate a co-ordinated approach to tourism promotion
Develop a tourism development plan for the city; establish the role that Pietermaritzburg Tourism, and other
community tourism agencies will play in the implementation of the plan; develop a strategy that will obtain
maximum bene?t for tourism service providers.
13.6.7. To make land available for development
Aggressively market available industrial and commercial land; use the land audit to identify and prepare
more land for industrial development; develop a metropolitan planning initiative that will, in addition to
providing more land for development, integrate the entire metropolitan region and attempt to undo previous
apartheid planning
13.6.8. To promote Black economic empowerment and entrepreneurial development
Work closely with the Provincial Government, FET and DIT colleges, and the School of business to develop
programmes for entrepreneurial development; utilise inward investments for promoting joint ventures
with emerging entrepreneurs; provide a one-stop-service for ?rst time entrepreneurs; develop community
based projects; promote and co-ordinate the activities of agencies promoting SMME’s; access Provincial
Government funds for the establishment of cooperatives and for SMME support and development.
13.6.9. To manage and develop informal traders
Develop an informal and street trading management plan; establish a forum for the participation of various
stake-holders, including the formal sector; develop a programme for the progression of informal traders into
the formal sector.
13.6.10. Establish an economic stake-holders coalition
Develop a new, comprehensive metropolitan economic development strategy, formulated and implemented
by a coalition of economic stakeholders, including the city, private sector, tertiary sector as well as the non-
governmental sector, such that a common vision, strategy and plan emerges, and is widely supported.
13.7. Local Economic Development
In developing the City’s economy, some serious considerations and alignment must be addressed in executing our
strategies above. Some of the areas that would feature prominently are as following:
145
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.8. Provincial Growth and Development Strategy, National Spatial Development Perspective and
Provincial Spatial Plan
The Accelerated and Shared Growth Initiative of South Africa (ASGISA) is the South Africa’s overriding economic
development strategy which is under the stewardship of the Deputy President of South Africa that seeks to reduce
unemployment to be below 15% and halve the poverty rate to less than one-sixth of households. ASGISA proposes
an annual growth rate of 4,4% or higher between 2005 and 2009 and an average growth rate of at least 6% of Gross
Domestic Product (GDP) between 2010 and 2014. There are obvious limitations and constrains as pointed out
by ASGISA. Nevertheless, these constraints as expounded in the ASGISA are unlocked by various interventions
categorized in the following Key Performance Areas:
• Infrastructure programs
• Sector investment strategies
• Skills and education initiatives
• Second economy interventions
• Macro-economic issues
• Public administration issues – governance
In redeveloping and re?ning the LED and ?nalizing the City Development Strategy, the alignment with ASGISA
must be attained. The PGDS and NSDP are framework for future economic development, reference points for three
spheres of government in terms of analyzing and debating the comparative development potentials, providing key
areas of tension and /or priority in achieving positive spatial outcomes with government infrastructure investment
and development spending and provide a national government strategic response to development.
Then, part of understanding our strategic focus along the PGDS and NSDP, the following questions are critical to
ask in order to ?nd possible interventions as Municipality:
• Where should government/municipality direct its investment and development initiatives
• What kind of spatial forms and arrangements to realize our overall objective as a country of a democratic
nation, social and economic inclusion
• Can the government as a whole capitalize on complementarities and facilitate consistent decision making
• Move beyond mere focusing on integration and coordination procedures to establishing processes and
mechanisms that would lead to strategic co-ordination, interaction and alignment.
The Provincial Spatial Plan provides solutions to the questions above. Clear nodal points and corridors are identi?ed
and speci?c priorities for the Province are de?ned. This plan guides all departmental budgeting patterns in order to
make feasible impact on service delivery. Any re?nement of our Spatial Development Framework has to talk to and
align with the Provincial priorities. The Provincial priorities are re?ected as following:
• Strengthen governance and service delivery
• Sustainable economic development and job creation
• Integrating investments in community infrastructure
• Developing human capability
• Developing a comprehensive response to HIV and AIDS
• Fighting poverty and protecting vulnerable groups in society.
13.9. Some Critical projects to ponder on:
13.9.1. Freedom Square Development Project
Beside good thoughts that went through in developing the quality of the inner city as well as jobs that were
created in developing this project, in anticipation, some serious thoughts must factor in terms of transportation
networks around this project.
146
Msunduzi Municipality Integrated Development Plan 2011 – 2016
13.9.2. Airport and Market Viability
The airport and Municipal Market have been identi?ed by the Municipal Infrastructure investment Unit as
viable sources of revenue which should receive priority in the municipality for Private Public Partnerships.
Public partnerships can create the opportunity to get the basics right through shared skills, resources and
efforts, and also extract returns for taxpayers in the form of greater value for money, ef?ciency and meeting
developmental objectives. The partnerships created will also aid in the turnaround of the entities, and thereby
increase turnover and skills transfer.
13.9.3. Practice of Local Economic Development
The practice of local economic development can be undertaken at different geographic scales. A local
government pursues LED strategies for the bene?t of its jurisdiction, and individual communities and
areas within a local government’s jurisdiction can also pursue LED strategies to improve their economic
competitiveness. Such approaches are most successful if pursued in partnership with local government
strategies.
13.10. LED
LED it is thus about communities continually improving their investment climate and business enabling
environment to enhance their competitiveness, retain jobs and improve incomes. Local communities respond to
their LED needs in many ways, and a variety of approaches can be taken that include:
• Ensuring that the local investment climate is functional for local businesses;
• Supporting small and medium sized enterprises;
• Encouraging the formation of new enterprises;
• Attracting external investment (nationally and internationally);
• Investing in physical (hard) infrastructure;
• Investing in soft infrastructure (educational and workforce development, institutional support systems and
regulatory issues);
• Supporting the growth of particular clusters of businesses;
• Targeting particular parts of the city for regeneration or growth (areas based initiatives);
• Supporting informal and newly emerging businesses;
• Targeting certain disadvantaged groups
13.11. Msunduzi Municipality Tourism Development Plan
This plan was developed in 2004 in a consultative workshop represented by the following stakeholders:
Black Economic Empowerment, Community Tourism Organization, Department of Environmental Affairs and
Tourism, Department of Economic Development and Tourism (KZN), District Municipality, Executive Committee,
Gross Domestic Product, Haley Sharpe Southern Africa, IDP Team, KwaZulu Natal Government, KwaZulu
Natal Authority, Local Economic Development, Living Standards Measure, Midlands Meander Association,
Pietermaritzburg Tourism, Pietermaritzburg Chamber of Business, Quality of Life, Regional Tourism Organization
of Southern Africa, Strategic Environmental Assessment Small, Medium and Micro Enterprise, Tourism Business
Council, Tourism KwaZulu-Natal, Visiting Friends and Relatives, Wild and Environmental Society of South Africa,
World Travel and Tourism Council, World Tourism Council, World Fund Nature.
A vision was agreed to and mission, goals were developed during the consultation process but unfortunately
this plan did not take off the ground in its totality because there was not an implementation agent to oversee the
implementation of those agreed strategies and projects. The Municipality agreed to set an entity guided by section
78 of the System Act. Concurrently the Pietermaritzburg was tasked by the Municipality to do Tourism marketing
and Information provision whilst the Msunduzi Tourism was tasked to explore the township tourism and BEE
programs.
In view of the municipal ?nancial situation during the course of 2009/2010 ?nancial year, the review for 2010/2011
according to the template below informed by the Msunduzi Turnaround Strategy
147
Msunduzi Municipality Integrated Development Plan 2011 – 2016
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
A
N
D
P
L
A
N
N
I
N
G
P
l
a
n
4
:
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
a
n
d
J
o
b
C
r
e
a
t
i
o
n
C
i
t
y
G
o
a
l
/
s
:
A
v
i
b
r
a
n
t
e
c
o
n
o
m
i
c
c
e
n
t
r
e
,
a
t
t
a
c
t
i
n
g
i
n
v
e
s
t
m
e
n
t
,
s
u
p
p
o
r
t
i
n
g
b
u
s
i
n
e
s
s
d
e
v
e
l
o
p
m
e
n
t
a
n
d
c
r
e
a
t
i
n
g
j
o
b
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
4
.
D
e
c
e
n
t
e
m
p
l
o
y
m
e
n
t
t
h
r
o
u
g
h
i
n
c
l
u
s
i
v
e
e
c
o
n
o
m
i
c
g
r
o
w
t
h
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
4
]
-
C
r
e
a
t
e
a
n
e
n
a
b
l
i
n
g
e
n
v
i
r
o
n
m
e
n
t
f
o
r
i
n
v
e
s
t
m
e
n
t
b
y
s
t
r
e
a
m
l
i
n
i
n
g
p
l
a
n
n
i
n
g
a
p
p
l
i
c
a
t
i
o
n
p
r
o
c
e
s
s
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
4
]
-
1
.
F
a
s
t
e
r
a
n
d
s
u
s
t
a
i
n
a
b
l
e
i
n
c
l
u
s
i
v
e
g
r
o
w
t
h
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
4
]
-
I
n
d
u
s
t
r
i
a
l
s
e
c
t
o
r
s
t
r
a
t
e
g
i
e
s
–
a
u
t
o
m
o
t
i
v
e
i
n
d
u
s
t
r
y
;
c
l
o
t
h
i
n
g
a
n
d
t
e
x
t
i
l
e
s
S
e
c
t
o
r
P
l
a
n
:
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
J
o
b
c
r
e
a
t
i
o
n
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
-
t
i
e
s
C
W
P
a
n
d
E
P
W
P
1
p
r
o
j
e
c
t
s
c
o
m
p
l
e
t
e
d
N
u
m
b
e
r
o
f
j
o
b
s
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
t
i
e
s
c
r
e
a
t
e
d
t
h
r
o
u
g
h
s
p
e
c
i
a
l
p
r
o
g
r
a
m
m
e
s
J
o
b
s
a
n
d
i
n
c
o
m
e
o
p
p
o
r
t
u
n
i
t
i
e
s
E
D
P
3
4
1
0
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
O
p
e
r
a
t
-
i
n
g
c
o
s
t
s
-
c
o
u
n
c
i
l
;
c
o
-
f
u
n
d
e
d
b
y
P
u
b
l
i
c
W
o
r
k
s
a
n
d
C
o
g
t
a
A
l
l
w
a
r
d
s
L
o
c
a
l
e
c
o
n
o
m
i
c
d
e
-
v
e
l
o
p
m
e
n
t
s
t
r
a
t
e
g
y
P
o
o
r
s
t
r
a
t
e
g
y
P
r
e
p
a
r
e
l
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
f
o
r
a
p
p
r
o
v
a
l
U
p
d
a
t
e
d
s
t
r
a
t
e
g
y
E
D
P
3
4
2
0
3
0
,
0
0
0
4
0
,
0
0
0
5
0
,
0
0
0
6
0
,
0
0
0
C
n
l
S
a
l
e
o
f
c
o
m
m
e
r
c
i
a
l
a
n
d
i
n
d
u
s
t
r
i
a
l
l
a
n
d
f
o
r
d
e
v
e
l
o
p
m
e
n
t
2
c
o
m
m
e
r
c
i
a
l
p
r
o
p
-
e
r
t
i
e
s
s
o
l
d
,
a
n
d
n
o
i
n
d
u
s
t
r
i
a
l
s
i
t
e
s
F
a
c
i
l
i
t
a
t
e
t
h
e
s
a
l
e
o
f
5
i
n
d
u
s
-
t
r
i
a
l
s
i
t
e
s
p
e
r
a
n
n
u
m
R
e
v
e
n
u
e
f
r
o
m
s
a
l
e
s
,
n
e
w
j
o
b
s
c
r
e
a
t
e
d
E
D
P
3
4
3
0
1
0
0
,
0
0
0
1
1
0
,
0
0
0
1
2
0
,
0
0
0
1
3
0
,
0
0
0
C
n
l
A
l
l
w
a
r
d
s
N
e
w
i
n
d
u
s
t
r
i
a
l
p
a
r
k
B
u
s
i
n
e
s
s
p
l
a
n
c
u
r
-
r
e
n
t
l
y
b
e
i
n
g
d
o
n
e
B
u
s
i
n
e
s
s
p
l
a
n
c
o
m
p
l
e
t
e
d
a
n
d
a
p
p
r
o
v
e
d
b
y
c
o
u
n
c
i
l
b
y
D
e
c
e
m
b
e
r
2
0
1
0
I
n
s
t
a
l
l
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
E
D
P
3
4
4
0
4
,
0
0
0
,
0
0
0
0
0
0
c
n
l
S
a
t
e
l
l
i
t
e
m
a
r
k
e
t
B
u
s
i
n
e
s
s
p
l
a
n
c
u
r
-
r
e
n
t
l
y
b
e
i
n
g
d
o
n
e
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
c
u
r
r
e
n
t
s
t
r
u
c
t
u
r
e
s
R
e
v
a
m
p
e
d
s
a
t
e
l
-
l
i
t
e
m
a
r
k
e
t
s
E
D
P
3
4
5
2
,
0
0
0
,
0
0
0
0
0
0
0
D
E
D
T
I
m
p
l
e
m
e
n
t
t
h
e
B
R
&
E
p
r
o
g
r
a
m
m
e
S
e
l
e
c
t
e
d
v
i
s
i
t
a
t
i
o
n
p
r
o
g
r
a
m
m
e
w
i
t
h
M
a
y
o
r
a
n
d
P
C
B
P
r
e
p
a
r
e
f
o
c
u
s
s
e
d
v
i
s
i
t
a
t
i
o
n
p
r
o
g
r
a
m
m
e
a
n
d
i
m
p
l
e
m
e
n
t
V
i
s
i
t
a
t
i
o
n
p
r
o
-
g
r
a
m
m
e
,
b
u
s
i
n
e
s
s
s
u
p
p
o
r
t
E
D
P
3
4
6
0
4
0
,
0
0
0
4
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
c
n
l
M
a
r
k
e
t
i
n
g
b
r
o
-
c
h
u
r
e
a
n
d
a
d
v
e
r
t
s
4
a
d
v
e
r
t
s
p
l
a
c
e
d
,
n
o
m
a
r
k
e
t
i
n
g
b
r
o
c
h
u
r
e
F
a
c
i
l
i
t
a
t
e
t
h
e
d
e
v
e
l
o
p
m
e
n
t
o
f
a
b
r
o
c
h
u
r
e
,
a
n
d
a
m
u
n
i
c
i
-
p
a
l
a
d
v
e
r
t
i
s
e
m
e
n
t
M
a
r
k
e
t
i
n
g
b
r
o
-
c
h
u
r
e
a
n
d
a
d
v
e
r
t
E
D
P
3
4
7
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
c
n
l
S
M
M
E
t
r
a
d
e
f
a
i
r
N
o
m
a
r
k
e
t
a
s
s
i
s
-
t
a
n
c
e
f
o
r
S
M
M
E
s
O
r
g
a
n
i
z
e
a
t
r
a
d
e
f
a
i
r
/
e
x
h
i
b
i
-
t
i
o
n
f
o
r
l
o
c
a
l
S
M
M
E
s
S
M
M
E
t
r
a
d
e
f
a
i
r
E
D
P
3
4
8
0
3
0
0
,
0
0
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
4
0
0
,
0
0
0
c
n
l
I
n
f
o
r
m
a
l
e
c
o
n
o
m
y
f
o
r
u
m
N
o
i
n
f
o
r
m
a
l
f
o
r
u
m
E
s
t
a
b
l
i
s
h
a
n
i
n
f
o
r
m
a
l
e
c
o
n
o
m
y
f
o
r
u
m
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
f
o
r
u
m
E
D
P
3
4
9
0
0
0
0
0
c
n
l
M
a
n
a
g
e
m
e
n
t
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
P
o
o
r
d
a
t
a
b
a
s
e
o
f
t
r
a
d
e
r
s
C
r
e
a
t
e
&
m
a
i
n
t
a
i
n
a
d
a
t
a
-
b
a
s
e
o
f
i
n
f
o
r
m
a
l
t
r
a
d
e
r
s
&
r
e
p
o
r
t
U
p
d
a
t
e
d
d
a
t
a
b
a
s
e
E
D
P
3
5
0
0
0
0
0
0
T
r
a
i
n
i
n
g
p
r
o
-
g
r
a
m
m
e
s
f
o
r
i
n
f
o
r
m
a
l
t
r
a
d
e
P
r
o
g
r
a
m
m
e
s
d
o
n
e
o
n
a
n
a
d
h
o
c
b
a
s
i
s
D
e
v
e
l
o
p
m
e
n
t
&
i
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
s
t
r
a
t
e
g
i
c
i
n
t
e
r
v
e
n
-
t
i
o
n
p
r
o
g
r
a
m
m
e
s
F
o
c
u
s
s
e
d
t
r
a
i
n
i
n
g
w
o
r
k
s
h
o
p
s
E
D
P
3
5
1
0
2
0
,
0
0
0
2
5
,
0
0
0
3
0
,
0
0
0
4
0
,
0
0
0
c
n
l
A
l
l
o
c
a
t
i
o
n
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
s
i
t
e
s
A
d
h
o
c
a
l
l
o
c
a
t
i
o
n
a
n
d
d
e
m
a
r
c
a
t
i
o
n
o
f
s
i
t
e
s
I
d
e
n
t
i
?
c
a
t
i
o
n
o
f
n
e
w
s
i
t
e
s
,
d
e
m
a
r
c
a
t
i
o
n
a
n
d
a
l
l
o
c
a
t
i
o
n
N
e
w
s
i
t
e
s
a
l
l
o
-
c
a
t
e
d
t
o
t
r
a
d
e
r
s
E
D
P
3
5
2
0
6
0
,
0
0
0
6
0
,
0
0
0
7
0
,
0
0
0
7
0
,
0
0
0
c
n
l
S
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
I
n
s
u
f
?
c
i
e
n
t
s
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
P
r
o
v
i
s
i
o
n
o
f
s
t
r
e
e
t
t
r
a
d
i
n
g
f
u
r
n
i
t
u
r
e
i
n
t
a
x
i
r
a
n
k
s
a
n
d
s
t
r
e
e
t
s
N
e
w
s
t
r
e
e
t
t
r
a
d
-
i
n
g
f
a
c
i
l
i
t
i
e
s
E
D
P
3
5
3
5
0
0
,
0
0
0
0
0
0
0
M
I
G
148
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
T
r
a
d
i
n
g
s
i
g
n
a
g
e
P
o
o
r
s
i
g
n
a
g
e
E
r
e
c
t
i
o
n
o
f
n
o
t
r
a
d
i
n
g
s
i
g
n
a
g
e
P
r
o
p
e
r
l
y
m
a
r
k
e
d
n
o
t
r
a
d
i
n
g
a
r
e
a
s
E
D
P
3
5
4
2
6
0
,
0
0
0
0
0
0
0
M
I
G
I
D
P
r
e
v
i
e
w
A
p
p
r
o
v
e
d
I
D
P
F
i
n
a
l
i
z
e
r
e
v
i
e
w
o
f
I
D
P
f
o
r
2
0
1
1
/
2
0
1
2
R
e
v
i
s
e
d
d
r
a
f
t
I
D
P
E
D
P
3
5
5
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
c
n
l
A
r
r
a
n
g
e
c
o
n
s
u
l
t
a
t
i
v
e
m
e
e
t
-
i
n
g
s
w
i
t
h
s
t
a
k
e
h
o
l
d
e
r
s
I
n
p
u
t
f
r
o
m
s
t
a
k
e
-
h
o
l
d
e
r
s
E
D
P
3
5
6
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
8
0
,
0
0
0
c
n
l
P
u
b
l
i
c
a
t
i
o
n
a
n
d
P
r
i
n
t
i
n
g
P
u
b
l
i
c
n
o
t
i
c
e
s
a
n
d
A
d
v
e
r
t
s
E
D
P
3
5
7
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
3
0
,
0
0
0
c
n
l
D
e
s
i
g
n
a
n
d
P
r
i
n
t
I
D
P
D
o
c
u
m
e
n
t
a
n
d
B
o
o
k
l
e
t
s
E
D
P
3
5
8
1
5
0
,
0
0
0
0
0
0
0
c
n
l
C
i
t
y
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
N
o
l
o
n
g
t
e
r
m
c
i
t
y
v
i
s
i
o
n
a
n
d
p
l
a
n
s
F
a
c
i
l
i
t
a
t
e
t
h
e
d
e
v
e
l
o
o
p
m
e
n
t
o
f
a
2
5
y
e
a
r
C
i
t
y
D
e
v
e
l
o
p
-
m
e
n
t
S
t
r
a
t
e
g
y
C
i
t
y
D
e
v
e
l
o
p
m
e
n
t
s
t
r
a
t
e
g
y
E
D
P
3
5
9
0
0
0
0
0
c
n
l
T
o
w
n
s
h
i
p
R
e
g
e
n
-
e
r
a
t
i
o
n
S
t
r
a
t
e
g
y
c
u
r
r
e
n
t
y
b
e
i
n
g
c
o
m
p
l
e
t
e
d
F
o
r
m
u
l
a
t
i
o
n
o
f
d
e
t
a
i
l
e
d
p
r
o
j
e
c
t
p
l
a
n
s
C
o
m
p
l
e
t
e
d
p
r
o
j
e
c
t
p
l
a
n
s
E
D
P
3
8
0
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
0
0
N
D
P
G
1
9
&
1
6
S
o
b
a
n
t
u
s
h
o
p
p
i
n
g
f
a
c
i
l
i
t
y
M
a
n
a
g
e
m
e
n
t
o
p
t
i
o
n
s
b
e
i
n
g
e
x
p
l
o
r
e
d
T
o
r
e
n
o
v
a
t
e
a
n
d
r
e
h
a
b
i
l
i
a
t
e
t
h
e
c
u
r
r
e
n
t
f
a
c
i
l
i
t
y
B
u
s
i
n
e
s
s
p
l
a
n
f
o
r
n
e
w
f
a
c
i
l
i
t
y
E
D
P
3
8
1
0
0
0
0
0
C
n
l
3
5
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
T
e
n
d
e
r
p
r
o
c
e
s
s
u
n
d
e
r
w
a
y
T
o
p
r
o
m
o
t
e
t
o
u
r
i
s
m
o
p
-
p
o
r
t
u
n
i
t
i
e
s
N
e
w
t
o
u
r
i
s
m
f
a
c
i
l
i
t
y
E
D
P
3
8
2
2
1
,
8
0
0
,
0
0
0
0
0
0
0
R
2
1
,
8
m
C
O
G
T
A
,
R
3
,
5
C
N
L
A
l
l
w
a
r
d
s
C
o
u
n
t
e
r
f
u
n
d
i
n
g
r
e
q
u
i
r
e
d
o
n
g
r
a
n
t
o
f
2
1
,
8
m
i
l
l
i
o
n
E
D
P
3
8
3
3
,
5
0
0
,
0
0
0
0
0
0
0
F
r
e
e
d
o
m
S
q
u
a
r
e
p
i
a
z
z
a
a
n
d
p
a
r
k
i
n
g
P
h
a
s
e
3
o
f
F
r
e
e
d
o
m
S
q
u
a
r
e
c
u
r
r
e
n
t
l
y
u
n
d
e
r
w
a
y
T
o
c
r
e
a
t
e
a
n
a
c
c
e
s
s
i
b
l
e
p
u
b
l
i
c
s
q
u
a
r
e
f
o
r
l
o
c
a
l
s
a
n
d
t
o
u
r
i
s
t
s
F
u
l
l
y
g
r
a
s
s
e
d
p
u
b
l
i
c
s
q
u
a
r
e
w
i
t
h
p
i
a
z
z
a
a
n
d
u
n
d
e
r
g
r
o
u
n
d
p
a
r
k
i
n
g
E
D
P
3
8
4
0
6
0
0
,
0
0
0
0
0
0
c
n
l
A
l
l
w
a
r
d
s
T
e
c
h
n
o
l
o
g
y
h
u
b
a
n
d
i
n
n
o
v
a
t
i
o
n
c
e
n
t
r
e
N
o
e
x
i
s
i
t
i
n
g
f
a
c
i
l
i
t
y
T
o
e
s
t
a
b
l
i
s
h
a
n
i
n
n
o
v
a
t
i
o
n
c
e
n
t
r
e
f
o
r
e
n
t
r
e
p
r
e
n
e
u
r
s
A
b
u
s
i
n
e
s
s
p
l
a
n
t
o
e
s
t
a
b
l
i
s
h
t
h
e
c
e
n
t
r
e
E
D
P
3
8
5
0
0
0
0
0
c
n
l
D
C
O
M
a
t
i
w
a
n
e
T
u
n
n
e
l
F
a
r
m
P
r
o
j
e
c
t
T
o
e
r
e
c
t
1
0
a
g
r
i
c
u
l
t
u
r
a
l
t
u
n
n
e
l
f
a
r
m
s
a
n
d
p
r
o
v
i
d
e
o
p
e
r
a
t
i
o
n
a
l
a
n
d
m
a
n
a
g
e
m
e
n
t
s
u
p
p
o
r
t
E
D
P
3
8
6
3
,
5
0
0
,
0
0
0
0
0
0
0
D
E
D
T
1
4
B
u
s
i
n
e
s
s
i
n
c
e
n
t
i
v
e
s
p
r
o
g
r
a
m
m
e
P
o
l
i
c
y
c
u
r
r
e
n
t
l
y
b
e
i
n
g
r
e
v
i
e
w
e
d
T
o
r
e
v
i
e
w
t
h
e
c
u
r
r
e
n
t
p
o
l
i
c
y
i
n
t
e
r
m
s
o
f
n
e
w
l
e
g
i
s
l
a
t
i
o
n
a
n
d
s
t
a
t
e
o
f
e
c
o
n
o
m
y
A
r
e
v
i
s
e
d
p
o
l
i
c
y
a
n
d
d
e
d
i
c
a
t
e
d
p
r
o
g
r
a
m
m
e
t
o
s
u
p
p
o
r
t
b
u
s
i
n
e
s
s
E
D
P
3
8
7
0
3
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
C
n
l
-
d
e
v
e
l
o
p
-
m
e
n
t
f
u
n
d
I
C
T
H
u
b
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
y
a
n
d
b
u
s
i
n
e
s
s
p
l
a
n
c
o
m
p
l
e
t
e
d
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
t
h
e
I
C
T
H
u
b
O
p
e
r
a
t
i
o
n
a
l
I
C
T
h
u
b
E
D
P
3
8
8
0
1
5
0
,
0
0
0
1
6
0
,
0
0
0
1
7
0
,
0
0
0
1
8
0
,
0
0
0
c
n
l
-
o
p
,
D
E
D
T
T
O
T
A
L
4
5
,
6
7
0
,
0
0
0
1
1
,
7
0
0
,
0
0
0
1
0
,
2
3
5
,
0
0
0
1
3
,
3
9
0
,
0
0
0
1
5
,
4
3
0
,
0
0
0
149
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14. SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT
14.1 INTRODUCTION
The provision of infrastructure to enable better service delivery is a challenge that has been set as a key strategic
priority within the municipality. Whilst efforts since the adoption of the IDP in 2002 were concentrated on
enhancing the ?nancial status of the municipality, it was as well meant to reach those communities that since
restructuring have become part of our growing city. Serving a population of half a million people (523 470) placed
an increasing burden on the municipality to make meaningful impact on the lives of ordinary people. Set against the
backdrop of a government programme that wanted to see people receiving free basic services like water, sanitation,
electricity and better roads infrastructure, the programmes of the Msunduzi Municipality were tailored to meet the
needs of mostly rural areas that in the past were not part of the Municipality.
Since the amalgamation of different Transitional Local Councils (TLC’s) the combined structure saw a rise in the
needs of the people who needed services provision. There was a general inequality, inequity, lack and inadequate
service delivery particularly in rural areas. Where services existed they were fragmented or at a single centralised
place without reaching the periphery. To curb this, the Municipality saw a need to develop a proper land use plan to
provide a framework for service delivery.
The Municipality’s vision is that the above problems should be curtailed to provide adequate, equitable, appropriate
and sustainable service provision. To achieve this venture, the ?ve-year vision is to align our programmes in the
IDP with those of other tiers of government and developmental agencies.
150
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.2 HIERARCHY OF PLANNING DOCUMENTS
The Municipality has adopted the following hierarchy of strategic and service delivery plans:
INTEGRATED
INFRASTRUCTURE
INVESTMENT PLAN
IDP
ENERGY MASTER
PLAN
HOUSING
DELIVERY PLAN
COMPREHENSIVE
INTEGRATED
TRANSPORT PLAN
WSDP
BLDGS ASSET
MANAGEMENT
PLAN
HIGH VOLTAGE
NETWORK PLAN
ELECTRIFICATION
PLAN
MAINTENANCE
PLAN
ASSET
MANAGEMENT
PLAN
BULK WATER
MASTER PLAN
BULK
SANITATION
MASTER PLAN
MAINTENANCE
PLAN (WATER)
MAINTENANCE
PLAN
(SANITATION)
ASSET
MANAGEMENT
PLAN
PUBLIC
TRANSPORT
PLAN
MAJOR ROADS
PLAN
TRANSPORTATION
PLAN
NON-MOTORISED
NETWORK PLAN
ROAD ASSET
MANAGEMENT
PLAN
ROAD SAFETY
PLAN
14.2.1 Of the documents indicated above, the following plans are in existence:
• Infrastructure Investment Plan (2007 – 2012);
• Draft Water Services Development Plan (2008);
• Bulk Water Master Plan (2005);
• Bulk Sanitation Master Plan (2005);
• High Voltage Primary Network Refurbishment and Upgrading Plan;
• Electri?cation Plan;
151
Msunduzi Municipality Integrated Development Plan 2011 – 2016
• Housing Delivery Plan (2008);
• Maintenance Plan (Software Driven);
• Integrated Transport Plan (2002);
• Edendale Major Roads Plan (2005);
• Transportation Plan (Easing Congestion);
• Road Safety Plan (2007);
• Road Asset Management Plan; and
• Buildings Asset Management Plan.
14.2.1 The following plans are being developed:
• Water & Sanitation Asset Management Plan (60%);
• Electricity Asset Management Plan (60%);
• Comprehensive Integrated Transport Plan;
• Non-Motorised Network Plan; and
• Public Transport Plan.
14.3 INFRASTRUCTURE STRATEGY AND INVESTMENT PLAN (ISIP)
14.3.1 The Infrastructure Strategy and Investment Plan (ISIP) was developed in 2007 with a ?ve year horizon to
2012. The Plan seeks to provide a strategic direction in ensuring provision of sound, safe, environmentally
friendly and sustainable infrastructure services to all residents of Msunduzi Municipality. Fundamentally,
the plan seeks to contribute signi?cantly to the achievement of the Millennium goals and meet the national
deadlines for basic service delivery.
14.3.2 The ISIP highlights the staf?ng situation in the various Sub-Units responsible for infrastructure services
delivery:
SERVICE SUB-UNIT NO. OF POSTS NO OF EMPLOYEES VACANT POSTS
Transportation 63 28 35
Roads 707 221 486
Building Management 99 62 37
Water & Sanitation 388 269 119
Electricity 327 278 49
Housing 136 44 92
The above ?gures clearly indicate the inadequacy of the staf?ng levels in the service sub-units. In particular,
the shortage of competent engineers and technicians across the sub-units is a cause for concern.
14.3.3 Service Backlogs and Strategy
SERVICE BACKLOG DESCRIPTION
ESTIMATED
COST
STRATEGY KPI
Sanitation
21 325 VIP’s R85 m Clear in 3 years (2012) No. of VIP’s built
22 563 new sewer connections R512 m Clear backlog in 12 years (2022) No. of households
connected
20 km of sewer pipe renewal and upgrade R20 m Clear backlog in 3 years (by 2012) Kms of pipe laid
Eliminate 9 452 conservancy tanks R216 m Clear backlog in 13 years (by 2022) No. of tanks
Eradicate 6 480 midblocks in Sobantu,
Imbali & Ashdown
R60 m Clear backlog in 5 years (2014) No. of midblocks
eradicated
Construction of new treatment works (+
30 Ml/day)
R180 m Construct by 2016 Treatment plan
152
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SERVICE BACKLOG DESCRIPTION
ESTIMATED
COST
STRATEGY KPI
Water
Install water standpipes to 5704
households
R0,5 m Clear backlog by 2011/12 No. of households
bene?tting
22 498 households needing individual
connections
R91 m Clear backlog by 2013/14 No. of households
Renewal of 160 km of old waterpipes R100 m Clear backlog by 2011/12 No. of kms
Reduce unaccounted for water from 36%
to 20%
R125 m Clear backlog by 2014 %
Bulk infrastructure (reservoir pipes) R80 m Clear backlog by 2014 No.
Electricity
9 975 households to be electri?ed R22,5 m Clear backlog by 2014 No. of households
Refurbish, upgrade & replace 20
transformers (>15 MVA) & switchgear
R197 m Clear backlog by 2014 No. of transformers
Maintenance & reinforcement of
network
R113 m Clear backlog by 2014 Budget expenditure
Building one new substation in Hilton R40 m Construction to commence in 2010 No. of substations
Roads
Upgrading of 989 km of gravel/graded/
gravseal roads
R3 billion Clear backlog in 25 years (2030) Km of roads built
Construction footbridges, water
crossings/footpaths
R74 m Clear backlog by 2014 No. bridges/
footpaths
Major road extensions (130km) R536 m Clear backlog by 2022 Km of road
constructed
Road resurfacing R83 m Clear backlog by 2012 Km
Drainage & stormwater systems R48 m Clear backlog by 2014 Expenditure
Bus & taxi facilities R57 m Clear backlog by 2014 No. of facilities
Buildings
Maintain Council buildings R20 m Clear backlog by 2012 Budget
Construct public & community facilities R95 m Clear backlog by 2017 Budget
Housing
16 000 low-income houses R720 m Clear backlog by 2014 No. of houses
5 000 social housing units R715 m Clear backlog by 2016 No. of houses
1 000 Bank Charter houses R150 m Clear backlog by 2016 No. of houses
2 000 serviced stands to be sold R100 m Clear backlog by 2014 No. of stands
Fleet
Management
737 vehicles to be replaced R300 m Clear backlog by 2014 No. of vehicles
14.4 ELECTRICITY
14.4.1 Backlogs
The backlogs are as indicated in the section above.
To a large extent, neither Council nor Eskom have large areas that can be electri?ed that do not have access
to electricity. Most backlogs are temporary backlogs in the sense that they are low-income houses with
electri?cation projects underway. However, there are also in?ll and informal settlements that are in need of
electricity grid connection.
The Municipality will investigate the possibility of providing grid electricity or alternative energy sources at
minimal cost to the informal settlements in undevelopable areas and in-?lls that do not have proper planning.
However, the downside of it is that with the current in?ux of illegal settlers, providing electricity can be
reviewed as encouraging the settlements thereby putting more pressure on to the Municipality’s ?nancial
resources. The Council needs to come up with a sustainable position on this matter noting that regularizing
the settlements takes long.
153
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The households without electricity service may therefore be due to:
• The households that have applied for electricity, either because they cannot afford the service or
they were missed somehow when marketing was done in the areas. These households are at liberty at
anytime to apply for service.
• The households may be in in?ll sites where households have only recently been developed, Eskom and
Council will provide services in these areas if it is practical to do so and funding is available.
• The development may not have been planned in accordance with town planning norms as explained
above. According to the current Council policy, no electricity service will be provided if the position
of roads and other services is known to obviate requests at future dates for electricity services to be
moved. As explained earlier the Council may consider reviewing this policy noting that regularizing
settlement in some of these areas is taking years and some people continue to live under unbearable
conditions.
14.4.2 Institutional Arrangement
The electricity business is a sub-unit within a business unit of the Municipality. A Section 78 Assessment was
done and Council resolved to ring-fence the Electricity Sub-Unit and form a Municipal Entity in preparation
for the REDS formation. The electricity service within Council’s current licensed area of supply operates as
a trading service and is required to prepare a balanced budget, income statement, balance sheet and cash?ow
statement. The business has been making modesty pro?t over the years.
14.4.3 Human Resource Capacity
Pietermaritzburg Electricity has a critical shortage of skilled management and technical expertise. The Sub-
Unit requires 9 x engineers, 12 x technologists/technicians and 14 x electricians to be able to operate at
optimal level. The electri?cation programme is funded by the DME and the Municipality funds the rest of
the capital and operating budget. Due to competing service delivery needs, the ?nancial resources provided
by the Municipality are inadequate to implement the desired programmes.
14.4.4 Financial Capacity
Electricity projects are funded mainly from two sources, ie. the Department of Mineral and Energy Affairs
and the Council budget. Due to competing needs Council resources, the funding that is being made available
to electricity projects on a yearly basis is inadequate. More ?nancial resources need to be mobilised to clear
the huge maintenance, refurbishment and electri?cation backlogs.
14.4.5 Service Levels and Alternatives
The Municipality con?rms to the National standards in providing electricity or energy to all residents.
Basic Service: 5-8 Amp for grid supply and/or non-grid supply
Intermediate: 20 Amp supply
Full: Amp supply
For non-grid supply, especially informal settlements, Pietermaritzburg Electricity is exploring ways of
providing alternative sources of energy.
14.4.6 Quality of Service
The service standards for the Electricity Business comply to NRS 047/48 to a large extent. A Service Charter
informed by NRS 046/47/48 was developed and provides a measure of performance. However, to the ageing
infrastructure, customers are experiencing more frequent outages due to equipment failure. More ?nancial
resources therefore need to be ploughed into electricity asset maintenance.
154
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.4.7 Service Providers
Eskom is licensed to supply electricity in the Greater Edendale and Vulindlela areas, while Pietermaritzburg
Electricity (Municipality) provides service in the remainder of the Msunduzi Municipality and certain areas
outside this area.
14.4.8 Electricity Infrastructure Development
The provision of electricity in Msunduzi area is demand driven. Developers or consumers apply for a
connection for a particular purpose and the Municipality’s obligation is to provide the required quality and
quantity of electricity. Other capital expenditure projects are driven by the increased demand for electricity
and/or the need to maintain the electricity assets to ensure quality and reliability of supply.
The demand triggers the need to plan for additional capacity and/or location and extent of the electricity
network distribution. Eskom is the sole bulk supplier of electricity to the Council and hence there is
mandatory need for co-ordinated planning between the two entities.
14.4.9 Sources of Energy
The Municipality provides grid electricity only. A feasibility study for demand side management that seeks
to minimize the usage and wastage of electricity energy is underway. It will also explore the possibility of
providing alternative sources of energy in its area of jurisdiction especially in areas without grid network.
14.4.10 Planning of Infrastructure Development
To ensure the electricity service is able to provide a reliable, quality, timeous and ?nancially sustainable
service to communities.
It is important to know:
• The number and type of customers;
• Present demand;
• Projected increase in demand for electricity;
• Demand patterns and
• Location and timing of proposed new housing, commercial and industrial developments.
The spatial development framework (SDF) gives incite into the possible zoning and developmental pattern
of various settlements and establishments which ideally, should inform the capacity and extent of electricity
infrastructure development. However, the Municipality does not have an updated SDF and future demand
capacity requirements are estimated by applying the growth rate to the existing demand. This method of
forecasting is not adequate and safe; hence a spatial development framework is critical.
Since electricity development projects are demand driven, they cannot be easily grouped and identi?ed in the
IDP as would happen for other projects. Council is obliged in terms of the Electricity Act, 1987 as amended,
and its license to operate electricity undertaking that is issued by the National Electricity Regulator (NER) to
provide an electricity service to anyone who is in a position to pay for such a service.
Supply projects are identi?ed as the demand arises except for capacity enhancement projects which are
identi?ed in the Master Plans and this is done at least 10 years before the need arises.
14.4.11 Electri?cation
The majority of the electri?cation projects are linked to low income housing projects and new housing
developments. The electri?cation of low income houses is funded by the Department of Minerals and Energy.
A number of electri?cation project requests have been made from various stakeholders including the informal
settlements.
155
Msunduzi Municipality Integrated Development Plan 2011 – 2016
T
h
e
c
h
a
l
l
e
n
g
e
f
o
r
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
r
e
q
u
e
s
t
s
i
s
t
h
a
t
t
h
e
a
r
e
a
s
a
r
e
n
o
t
p
l
a
n
n
e
d
a
n
d
h
e
n
c
e
i
t
i
s
d
i
f
?
c
u
l
t
t
o
a
s
c
e
r
t
a
i
n
t
h
e
e
l
e
c
t
r
i
?
c
a
t
i
o
n
r
o
u
t
e
s
.
S
o
m
e
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
a
r
e
o
n
p
r
i
v
a
t
e
p
r
o
p
e
r
t
i
e
s
a
n
d
o
t
h
e
r
s
a
r
e
s
i
t
u
a
t
e
d
o
n
l
a
n
d
t
h
a
t
i
s
n
o
t
d
e
v
e
l
o
p
a
b
l
e
.
C
o
u
n
c
i
l
d
o
e
s
n
o
t
d
e
v
e
l
o
p
o
r
i
n
s
t
a
l
l
i
n
f
r
a
s
t
r
u
c
t
u
r
e
o
n
p
r
i
v
a
t
e
p
r
o
p
e
r
t
y
.
T
h
e
o
t
h
e
r
c
h
a
l
l
e
n
g
e
i
s
t
h
a
t
i
n
s
t
a
l
l
i
n
g
i
n
f
r
a
s
t
r
u
c
t
u
r
e
o
n
u
n
d
e
v
e
l
o
p
a
b
l
e
l
a
n
d
i
s
t
a
n
t
a
m
o
u
n
t
t
o
w
a
s
t
e
f
u
l
e
x
p
e
n
d
i
t
u
r
e
a
s
t
h
e
s
e
t
t
l
e
m
e
n
t
w
i
l
l
b
e
d
i
s
b
a
n
d
e
d
i
n
f
u
t
u
r
e
.
1
4
.
4
.
1
2
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
t
a
t
u
s
a
n
d
M
a
i
n
t
e
n
a
n
c
e
T
h
e
E
l
e
c
t
r
i
c
i
t
y
B
u
s
i
n
e
s
s
a
s
s
e
t
s
a
r
e
a
g
i
n
g
a
n
d
t
h
e
m
a
i
n
t
e
n
a
n
c
e
c
o
s
t
s
t
o
c
l
e
a
r
t
h
e
b
a
c
k
l
o
g
a
r
e
h
u
g
e
.
T
h
e
r
e
a
r
e
a
t
o
t
a
l
o
f
t
e
n
t
r
a
n
s
f
o
r
m
e
r
s
t
h
a
t
a
r
e
m
o
r
e
t
h
a
n
3
8
y
e
a
r
s
o
l
d
w
h
i
c
h
n
e
e
d
r
e
p
l
a
c
e
m
e
n
t
o
r
r
e
f
u
r
b
i
s
h
m
e
n
t
.
T
h
e
a
v
e
r
a
g
e
r
e
p
l
a
c
e
m
e
n
t
c
o
s
t
p
e
r
t
r
a
n
s
f
o
r
m
e
r
i
s
R
5
m
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
e
m
b
a
r
k
e
d
o
n
a
1
0
y
e
a
r
t
r
a
n
s
f
o
r
m
e
r
r
e
p
l
a
c
e
m
e
n
t
p
r
o
g
r
a
m
.
O
t
h
e
r
a
s
s
e
t
s
s
u
c
h
a
s
s
w
i
t
c
h
g
e
a
r
s
n
e
e
d
t
o
b
e
r
e
p
l
a
c
e
d
o
n
a
y
e
a
r
l
y
b
a
s
i
s
.
T
h
e
e
l
e
c
t
r
i
c
i
t
y
n
e
t
w
o
r
k
a
s
s
e
t
s
m
u
s
t
b
e
m
a
i
n
t
a
i
n
e
d
t
o
e
n
s
u
r
e
s
a
f
e
t
y
a
n
d
r
e
l
i
a
b
i
l
i
t
y
o
f
s
u
p
p
l
y
.
S
u
f
?
c
i
e
n
t
o
p
e
r
a
t
i
n
g
f
u
n
d
s
m
u
s
t
b
e
p
r
o
v
i
d
e
d
t
o
p
e
r
f
o
r
m
t
h
i
s
t
a
s
k
t
o
t
h
e
r
e
q
u
i
r
e
d
s
t
a
n
d
a
r
d
s
l
a
i
d
d
o
w
n
b
y
l
a
w
a
n
d
t
h
e
d
e
p
a
r
t
m
e
n
t
’
s
e
l
e
c
t
r
i
c
i
t
y
l
i
c
e
n
s
e
.
A
d
e
q
u
a
t
e
c
a
p
i
t
a
l
f
u
n
d
i
n
g
m
u
s
t
b
e
m
a
d
e
a
v
a
i
l
a
b
l
e
t
o
p
r
o
v
i
d
e
t
h
e
e
l
e
c
t
r
i
c
i
t
y
s
e
r
v
i
c
e
w
h
e
n
d
e
m
a
n
d
e
d
b
y
t
h
e
d
e
v
e
l
o
p
m
e
n
t
(
c
u
s
t
o
m
e
r
)
a
n
d
/
o
r
t
o
i
n
c
r
e
a
s
e
t
h
e
n
e
t
w
o
r
k
c
a
p
a
c
i
t
y
o
r
l
o
c
a
t
i
o
n
t
o
m
e
e
t
e
x
p
e
c
t
e
d
d
e
m
a
n
d
f
o
r
e
l
e
c
t
r
i
c
i
t
y
.
A
?
v
e
-
y
e
a
r
c
a
p
i
t
a
l
p
r
o
g
r
a
m
m
e
f
o
r
t
h
e
p
r
i
m
a
r
y
s
y
s
t
e
m
e
x
p
a
n
s
i
o
n
i
s
a
v
a
i
l
a
b
l
e
t
o
g
e
t
h
e
r
w
i
t
h
a
m
o
t
i
v
a
t
i
o
n
f
o
r
d
e
t
a
i
l
e
d
p
r
o
j
e
c
t
s
.
1
4
.
4
.
1
3
E
l
e
c
t
r
i
c
i
t
y
A
s
s
e
t
R
i
s
k
M
a
n
a
g
e
m
e
n
t
V
a
n
d
a
l
i
s
m
,
t
a
m
p
e
r
i
n
g
a
n
d
t
h
e
f
t
o
f
e
l
e
c
t
r
i
c
i
t
y
a
s
s
e
t
s
i
s
o
n
t
h
e
i
n
c
r
e
a
s
e
.
M
o
r
e
p
r
o
t
e
c
t
i
o
n
a
n
d
f
r
a
u
d
p
r
e
v
e
n
t
i
o
n
s
t
r
a
t
e
g
i
e
s
a
r
e
n
e
e
d
e
d
t
o
s
a
f
e
-
g
u
a
r
d
e
l
e
c
t
r
i
c
i
t
y
a
s
s
e
t
s
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
E
L
E
C
T
R
I
C
I
T
Y
D
I
S
T
R
I
B
U
T
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
6
.
A
n
e
f
?
c
i
e
n
t
,
c
o
m
p
e
t
i
t
i
v
e
a
n
d
r
e
s
p
o
n
s
i
v
e
e
c
o
n
o
m
i
c
i
n
f
r
a
s
t
r
u
c
t
u
r
e
n
e
t
w
o
r
k
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
6
]
-
R
i
n
g
-
f
e
n
c
e
w
a
t
e
r
,
e
l
e
c
t
r
i
c
i
t
y
a
n
d
s
a
n
i
t
a
t
i
o
n
f
u
n
c
t
i
o
n
s
s
o
a
s
t
o
f
a
c
i
l
i
t
a
t
e
c
o
s
t
-
r
e
?
e
c
t
i
n
g
p
r
i
c
i
n
g
o
f
t
h
e
s
e
s
e
r
v
i
c
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
6
]
-
2
.
R
e
l
i
a
b
l
e
g
e
n
e
r
a
t
i
o
n
,
d
i
s
t
r
i
b
u
t
i
o
n
a
n
d
t
r
a
n
s
m
i
s
s
i
o
n
o
f
e
n
e
r
g
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
6
]
-
A
n
i
n
t
e
g
r
a
t
e
d
e
n
e
r
g
y
p
l
a
n
a
n
d
s
u
c
c
e
s
s
f
u
l
i
n
d
e
p
e
n
d
e
n
t
p
o
w
e
r
p
r
o
d
u
c
e
r
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
E
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
P
r
i
m
a
r
y
a
n
d
s
e
c
o
n
d
a
r
y
s
u
b
s
t
a
t
i
o
n
s
M
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
p
r
i
m
a
r
y
a
n
d
s
e
c
o
n
d
a
r
y
s
u
b
s
t
a
t
i
o
n
s
i
n
p
l
a
c
e
E
D
M
1
6
4
0
0
0
0
0
156
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
n
t
a
i
n
e
l
e
c
-
t
r
i
c
i
t
y
l
o
s
s
e
s
H
i
g
h
l
o
s
s
e
s
D
e
v
e
l
o
p
s
t
r
a
t
e
g
y
t
o
r
e
d
u
c
e
l
o
s
e
s
a
n
d
e
n
s
u
r
e
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
t
a
k
e
p
l
a
c
e
i
m
m
e
d
i
a
t
e
l
y
D
e
v
e
l
o
p
e
d
s
t
r
a
t
e
g
y
t
o
r
e
d
u
c
e
l
o
s
e
s
i
n
c
l
u
d
i
n
g
i
m
m
e
d
i
a
t
e
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
E
D
M
1
6
5
0
0
0
0
0
M
a
n
a
g
e
l
o
a
d
s
h
e
d
d
i
n
g
N
o
l
o
a
d
s
h
e
d
-
d
i
n
g
c
o
n
t
r
o
l
P
r
e
p
a
r
e
a
p
l
a
n
t
o
u
s
e
l
o
a
d
s
h
e
d
d
i
n
g
a
s
a
t
o
o
l
t
o
r
e
d
u
c
e
p
e
a
k
d
e
m
a
n
d
A
p
l
a
n
i
n
p
l
a
c
e
t
o
u
s
e
l
o
a
d
s
h
e
d
d
i
n
g
a
s
a
t
o
o
l
t
o
r
e
d
u
c
e
p
e
a
k
d
e
m
a
n
d
E
D
M
1
6
6
0
0
0
0
0
I
n
s
t
a
l
l
p
r
o
t
e
c
-
t
i
v
e
s
t
r
u
c
t
u
r
e
s
N
o
p
r
o
t
e
c
t
i
o
n
P
r
e
p
a
r
e
d
i
s
t
r
i
b
u
t
i
o
n
b
o
x
f
o
r
t
i
?
c
a
t
i
o
n
p
l
a
n
I
n
s
t
a
l
l
e
d
f
o
r
t
i
?
e
d
d
i
s
t
r
i
-
b
u
t
i
o
n
b
o
x
e
s
a
s
p
e
r
p
l
a
n
E
D
M
1
6
7
3
0
,
0
0
0
,
0
0
0
0
0
0
0
I
l
l
e
g
a
l
C
o
n
n
e
c
-
t
i
o
n
s
I
l
l
e
g
a
l
c
o
n
n
e
c
-
t
i
o
n
s
R
e
m
o
v
e
i
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
o
n
d
e
t
e
c
t
i
o
n
S
t
a
t
e
o
f
i
l
l
e
g
a
l
c
o
n
-
n
e
c
t
i
o
n
s
i
n
p
l
a
c
e
o
n
d
e
t
e
c
t
i
o
n
E
D
M
1
6
8
0
0
0
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
N
e
t
w
o
r
k
D
i
l
a
p
i
t
a
t
e
d
N
e
t
w
o
r
k
P
r
e
p
a
r
e
a
n
e
t
w
o
r
k
r
e
f
u
r
b
i
s
h
-
m
e
n
t
p
l
a
n
R
e
f
u
r
b
i
s
h
m
e
n
t
n
e
t
w
o
r
k
p
l
a
n
i
n
p
l
a
c
e
E
D
M
1
6
9
2
6
,
3
6
1
,
3
0
0
0
0
0
0
F
r
e
e
B
a
s
i
s
E
l
e
c
t
r
i
c
i
t
y
(
F
B
E
)
F
B
E
n
o
t
f
u
l
l
y
i
m
p
l
e
m
e
n
t
e
d
,
a
l
l
u
s
e
s
g
e
t
F
B
E
E
s
t
a
b
l
i
s
h
a
d
a
t
a
b
a
s
e
o
f
t
h
o
s
e
i
n
n
e
e
d
o
f
F
B
E
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
f
o
r
i
n
s
t
a
l
l
a
t
i
o
n
o
f
F
B
E
t
o
s
a
t
i
s
f
y
a
l
l
b
a
c
k
l
o
g
n
e
e
d
s
E
s
t
a
b
l
i
s
h
e
d
d
a
t
a
b
a
s
e
o
f
t
h
o
s
e
i
n
n
e
e
d
o
f
F
B
E
a
n
d
a
p
l
a
n
t
o
s
a
t
i
s
f
y
a
l
l
b
a
c
k
l
o
g
n
e
e
d
s
E
D
M
1
7
0
0
0
0
0
M
e
t
e
r
s
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
p
r
o
g
r
a
m
f
o
r
b
u
l
k
,
c
r
e
d
i
t
&
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
t
o
b
e
r
e
c
o
n
c
i
l
e
d
A
p
r
o
g
r
a
m
f
o
r
b
u
l
k
,
c
r
e
d
i
t
&
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
i
s
r
e
c
o
n
c
i
l
e
d
E
D
M
1
7
1
0
0
0
0
V
e
n
d
i
n
g
S
t
a
-
t
i
o
n
s
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
p
l
a
n
o
n
v
e
n
d
i
n
g
s
t
a
t
i
o
n
n
e
e
d
s
f
o
r
p
r
e
-
p
a
y
-
m
e
n
t
m
e
t
e
r
s
b
a
n
d
e
s
t
a
b
-
l
i
s
h
m
e
n
t
o
f
n
e
w
v
e
n
d
i
n
g
s
t
a
t
i
o
n
s
A
p
l
a
n
f
o
r
v
e
n
d
i
n
g
s
t
a
t
i
o
n
n
e
e
d
s
f
o
r
p
r
e
-
p
a
y
m
e
n
t
m
e
t
e
r
s
a
n
d
n
e
w
v
e
n
d
i
n
g
s
t
a
t
i
o
n
s
i
n
p
l
a
c
e
E
D
M
1
7
2
0
0
0
0
C
a
p
i
t
a
l
P
r
o
j
-
e
c
t
s
N
o
P
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
d
e
-
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
-
m
e
n
t
s
A
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
-
m
e
n
t
s
i
s
i
n
p
l
a
c
e
E
D
M
1
7
3
0
0
0
0
A
d
m
i
n
i
s
t
r
a
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
n
c
o
u
n
c
i
l
A
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
s
i
n
p
l
a
c
e
E
D
M
1
7
4
0
0
0
0
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
-
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
E
D
M
1
7
5
0
0
0
0
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
a
n
d
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
E
D
M
1
7
6
0
0
0
0
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
E
D
M
1
7
7
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
-
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
E
D
M
1
7
8
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
E
D
M
1
7
9
0
0
0
0
157
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
E
D
M
1
8
0
0
0
0
0
E
l
e
c
t
r
i
?
c
a
t
i
o
n
i
n
E
s
k
o
m
A
r
e
a
o
f
S
u
p
p
l
y
E
D
M
1
8
1
2
6
,
3
5
5
,
0
0
0
0
0
0
0
2
0
;
2
1
;
1
4
;
1
2
;
2
0
;
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
K
w
a
P
a
t
a
(
U
n
i
t
H
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
2
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
2
2
,
2
7
6
,
2
1
9
0
0
0
0
H
i
g
h
M
a
s
t
L
i
g
h
t
s
i
n
S
l
a
n
g
s
p
r
u
i
t
/
U
n
i
t
H
(
P
a
t
a
)
/
D
a
m
b
u
z
a
E
D
M
1
8
3
1
0
,
0
0
0
,
0
0
0
0
0
0
C
o
p
e
s
v
i
l
l
e
(
3
0
0
0
b
e
n
e
?
-
c
i
a
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
3
0
0
0
h
o
u
s
e
h
o
l
d
s
E
D
M
1
8
4
5
0
,
0
0
0
,
0
0
0
0
0
0
M
a
f
a
k
a
t
h
i
n
i
(
4
0
0
b
e
n
e
?
c
i
a
-
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
4
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
5
2
,
0
0
0
,
0
0
0
0
0
0
M
a
s
w
a
z
i
n
i
(
4
0
0
b
e
n
e
?
c
i
a
r
i
e
s
)
E
l
e
c
t
r
i
?
c
a
t
i
o
n
o
f
4
0
0
h
o
u
s
e
-
h
o
l
d
s
E
D
M
1
8
6
2
,
0
0
0
,
0
0
0
0
0
0
T
O
T
A
L
8
4
,
9
9
2
,
5
1
9
6
4
,
0
0
0
,
0
0
0
0
0
0
1
4
.
5
W
A
T
E
R
1
4
.
5
.
1
B
a
c
k
l
o
g
s
T
h
e
b
a
c
k
l
o
g
s
a
r
e
a
s
s
h
o
w
n
i
n
t
h
e
p
r
e
v
i
o
u
s
s
e
c
t
i
o
n
.
T
h
e
b
a
c
k
l
o
g
s
r
e
f
e
r
p
r
i
m
a
r
i
l
y
t
o
t
h
e
n
u
m
b
e
r
o
f
h
o
u
s
e
h
o
l
d
s
s
t
i
l
l
t
o
b
e
s
e
r
v
e
d
w
i
t
h
p
o
t
a
b
l
e
w
a
t
e
r
w
i
t
h
i
n
a
2
0
0
m
r
a
d
i
u
s
a
s
p
e
r
t
h
e
n
a
t
i
o
n
a
l
p
o
l
i
c
y
a
n
d
h
o
u
s
e
h
o
l
d
s
s
t
i
l
l
t
o
h
a
v
e
i
n
d
i
v
i
d
u
a
l
h
o
u
s
e
c
o
n
n
e
c
t
i
o
n
s
.
1
4
.
5
.
2
I
n
s
t
i
t
u
t
i
o
n
a
l
A
r
r
a
n
g
e
m
e
n
t
T
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
i
s
a
s
u
b
-
u
n
i
t
w
i
t
h
i
n
a
B
u
s
i
n
e
s
s
U
n
i
t
o
f
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
A
S
e
c
t
i
o
n
7
8
A
s
s
e
s
s
m
e
n
t
i
s
c
u
r
r
e
n
t
l
y
u
n
d
e
r
w
a
y
t
o
d
e
t
e
r
m
i
n
e
t
h
e
b
e
s
t
m
e
c
h
a
n
i
s
m
f
o
r
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
.
T
h
e
a
s
s
e
s
s
m
e
n
t
w
i
l
l
e
x
p
l
o
r
e
t
h
e
p
o
s
s
i
b
i
l
i
t
y
o
f
f
o
r
m
i
n
g
j
o
i
n
t
e
n
t
i
t
i
e
s
w
i
t
h
o
t
h
e
r
w
a
t
e
r
u
t
i
l
i
t
i
e
s
l
i
k
e
D
u
r
b
a
n
M
e
t
r
o
,
u
M
g
u
n
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
a
n
d
U
m
g
e
n
i
W
a
t
e
r
.
D
e
p
e
n
d
i
n
g
o
n
t
h
e
r
e
s
o
l
u
t
i
o
n
o
f
C
o
u
n
c
i
l
t
h
e
S
u
b
-
U
n
i
t
m
i
g
h
t
b
e
r
i
n
g
-
f
e
n
c
e
d
a
n
d
a
M
u
n
i
c
i
p
a
l
E
n
t
i
t
y
.
T
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
S
u
b
-
U
n
i
t
o
p
e
r
a
t
e
s
a
t
r
a
d
i
n
g
a
c
c
o
u
n
t
w
h
i
c
h
h
a
s
t
o
b
r
e
a
k
-
e
v
e
n
.
O
v
e
r
t
h
e
y
e
a
r
s
t
h
e
a
c
c
o
u
n
t
h
a
s
b
e
e
n
m
a
k
i
n
g
a
l
o
s
s
m
a
i
n
l
y
b
e
c
a
u
s
e
o
f
h
i
g
h
u
n
a
c
c
o
u
n
t
e
d
f
o
r
w
a
t
e
r
l
o
s
s
e
s
o
f
±
4
3
%
.
T
h
e
u
n
a
c
c
o
u
n
t
e
d
f
o
r
w
a
t
e
r
l
o
s
s
e
s
a
s
a
t
3
0
J
u
n
e
2
0
0
5
h
a
v
e
b
e
e
n
r
e
d
u
c
e
d
t
o
3
3
.
6
%
a
n
d
f
u
r
t
h
e
r
i
n
t
e
r
v
e
n
t
i
o
n
s
a
r
e
r
e
q
u
i
r
e
d
t
o
r
e
d
u
c
e
i
t
f
u
r
t
h
e
r
.
158
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.5.3 Human Resource Capacity
Technical capacity is inadequate in the Water Sub-Unit. The Unit is currently run with one Engineer and
eleven Technologists and Technicians, instead of the desired staff levels of six Engineers and twenty-one
Technologists and Technicians. The total staff complement as per the approved organogram is short of 129
employees.
14.5.4 Financial Capacity
The Water programmes and projects are funded mainly from three sources, ie. Council (40%) and MIG (55%)
budgets, and DWAF (5%) grant funding. Signi?cant amounts have been allocated to service provision,
resulting in appreciable reductions in backlogs over the years. MIG funding will remain the main source of
funding for water projects in the next three years.
14.5.5 Service Levels and Alternatives
Service Level 1
i) water of supply from communal standpipes; and
ii) ventilated improved pit latrine located on each site.
Service Level 2
i) un-metered, ?xed quantity water delivery connection to each stand; and
ii) ventilated improved pit latrine or similar approved on site sanitation system located on each site.
Which service must be provided to consumers at the fees set out in the schedule of fees determined by the
Council provided that:
i) the average water consumption per stand through the unmetered water connection for the zone or
group of consumers in the zone does not exceed 6kl over any 30 day period; and
ii) the Council may adopt any measures necessary to restrict the water ?ow to service level 2 consumers to
6 kl per month.
Service Level 3
Must consist of:
i) a metered full pressure water connection to each stand; and
ii) a conventional waterborne drainage installation connected to the Council’s sewer.
If a consumer receiving Service Level 2 contravenes condition in sub- paragraph b(i):
i) the Council may install a meter in the service pipe on the premises, and
ii) the fees for the water services must be applied in accordance with section 6.
The level of service to be provided to a community may be established in accordance with the policy or
resolution of Council and subject to the conditions determined by Council.
14.5.6 Quality of Service
The expected quality of service is stipulated in a Service Charter developed for infrastructure service standards.
The Service Charter standards were informed by the minimum service standards articulated in the Water
Service Regulations. Feedback from customers also assisted in the development of the Service Charter.
There is, however, need to workshop staff on the Service Charter and establish a monitoring mechanism for
performance against the Service Charter.
159
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
5
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
F
o
r
t
h
e
w
a
t
e
r
p
r
o
v
i
s
i
o
n
,
U
m
g
e
n
i
W
a
t
e
r
p
r
o
v
i
d
e
s
p
o
t
a
b
l
e
w
a
t
e
r
t
o
r
u
r
a
l
s
c
h
e
m
e
s
i
n
c
l
u
d
i
n
g
V
u
l
i
n
d
l
e
l
a
a
r
e
a
s
a
n
d
t
h
e
W
a
t
e
r
a
n
d
S
a
n
i
t
a
t
i
o
n
S
u
b
-
U
n
i
t
p
r
o
v
i
d
e
s
t
h
e
r
e
s
t
o
f
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
w
a
s
d
e
s
i
g
n
a
t
e
d
a
W
a
t
e
r
S
e
r
v
i
c
e
s
A
u
t
h
o
r
i
t
y
a
s
f
r
o
m
t
h
e
1
s
t
o
f
J
u
l
y
2
0
0
3
t
h
r
o
u
g
h
a
G
o
v
e
r
n
m
e
n
t
G
a
z
e
t
t
e
.
T
h
e
c
o
n
f
e
r
m
e
n
t
o
f
t
h
e
W
a
t
e
r
S
e
r
v
i
c
e
s
A
u
t
h
o
r
i
t
y
s
t
a
t
u
s
m
a
k
e
s
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
l
e
g
a
l
l
y
r
e
s
p
o
n
s
i
b
l
e
f
o
r
e
n
s
u
r
i
n
g
t
h
a
t
a
l
l
r
e
s
i
d
e
n
t
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
.
U
m
g
e
n
i
W
a
t
e
r
i
s
t
h
e
r
e
f
o
r
e
a
c
t
i
n
g
a
s
a
m
e
r
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
w
h
o
s
e
m
a
n
d
a
t
e
i
s
d
i
c
t
a
t
e
d
b
y
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
N
e
g
o
t
i
a
t
i
o
n
s
a
r
e
u
n
d
e
r
w
a
y
t
o
e
i
t
h
e
r
f
o
r
m
a
l
i
z
e
t
h
e
r
e
l
a
t
i
o
n
s
h
i
p
w
i
t
h
a
S
e
r
v
i
c
e
L
e
v
e
l
A
g
r
e
e
m
e
n
t
o
r
h
a
n
d
i
n
g
o
v
e
r
t
h
e
s
c
h
e
m
e
s
t
o
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
t
h
r
o
u
g
h
a
s
a
l
e
a
g
r
e
e
m
e
n
t
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
W
A
T
E
R
A
N
D
S
A
N
I
T
A
T
I
O
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
D
e
v
e
l
o
p
a
n
d
i
m
p
l
e
m
e
n
t
w
a
t
e
r
m
a
n
a
g
e
m
e
n
t
p
l
a
n
s
t
o
r
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
1
.
E
n
h
a
n
c
e
q
u
a
l
i
t
y
a
n
d
q
u
a
n
t
i
t
y
o
f
w
a
t
e
r
r
e
s
o
u
r
c
e
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
r
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
f
r
o
m
3
0
%
t
o
1
5
%
b
y
2
0
1
4
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
d
u
c
t
i
o
n
o
f
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
P
r
o
g
r
a
m
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
a
t
6
3
%
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
a
s
p
e
r
I
W
A
b
a
l
a
n
c
e
T
a
r
g
e
t
:
5
0
%
(
N
R
W
)
W
S
1
8
6
2
5
,
0
1
9
,
4
0
6
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
3
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
A
l
l
M
a
s
o
n
s
R
e
s
e
r
-
v
o
i
r
a
n
d
P
i
p
e
-
l
i
n
e
[
D
e
s
i
g
n
C
o
m
p
l
e
t
i
o
n
a
n
d
E
I
A
]
R
e
s
e
r
v
o
i
r
n
o
t
i
n
u
s
e
d
u
e
t
o
r
o
o
f
1
0
0
%
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
i
n
2
0
1
1
/
2
0
1
2
1
0
0
%
W
S
1
8
7
3
0
0
,
0
0
0
1
3
,
5
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
0
0
M
I
G
2
6
C
o
n
s
t
r
u
c
t
N
e
w
R
e
s
e
r
v
o
i
r
:
C
o
p
e
s
v
i
l
l
e
R
e
s
e
r
v
o
i
r
R
e
s
e
r
v
o
i
r
b
y
p
a
s
s
e
d
,
n
o
s
t
o
r
a
g
e
1
0
0
%
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
i
n
2
0
1
1
/
2
0
1
2
,
a
n
d
c
o
m
m
e
n
c
e
c
o
n
-
s
t
r
u
c
t
i
o
n
W
S
1
8
8
1
2
,
5
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
0
0
0
M
I
G
2
9
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
W
a
t
e
r
]
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
-
b
l
o
c
k
d
r
a
i
n
s
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
3
0
0
W
S
1
8
9
2
0
0
,
0
0
0
2
5
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
2
5
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
1
4
,
1
5
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
W
a
t
e
r
]
E
l
i
m
i
n
a
t
e
5
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
b
y
i
m
p
r
o
v
i
n
g
w
a
t
e
r
s
y
s
t
e
m
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
6
0
0
W
S
1
9
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
5
2
5
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
2
1
160
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
d
e
n
d
a
l
e
P
r
o
p
e
r
N
e
w
M
a
i
n
s
a
n
d
R
e
t
i
c
u
l
a
t
i
o
n
P
r
o
j
e
c
t
i
s
r
e
p
l
a
c
i
n
g
/
e
x
-
t
e
n
d
i
n
g
p
i
p
e
l
i
n
e
s
i
n
a
r
e
a
s
w
h
e
r
e
s
u
b
d
i
v
i
s
i
o
n
s
h
a
v
e
t
a
k
e
n
p
l
a
c
e
.
T
h
i
s
w
i
l
l
a
u
g
-
m
e
n
t
t
h
e
e
x
i
s
t
i
n
g
s
u
p
p
l
y
.
C
o
n
t
r
a
c
t
u
a
l
l
y
c
o
m
m
i
t
t
e
d
m
e
t
e
r
s
o
f
p
i
p
e
(
W
a
t
e
r
)
5
0
0
W
S
1
9
1
1
,
4
1
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
1
2
,
2
0
,
2
1
,
2
2
,
2
3
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
B
a
s
i
c
W
a
t
e
r
.
·
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
f
o
r
M
I
G
f
u
n
d
i
n
g
.
B
u
i
n
e
s
s
P
l
a
n
C
o
n
?
r
m
a
t
i
o
n
o
f
M
I
G
F
u
n
d
i
n
g
W
S
1
9
2
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
M
I
G
9
,
1
1
,
7
,
5
,
4
,
2
,
1
,
2
8
·
U
n
d
e
r
t
a
k
e
s
t
u
d
y
f
o
r
c
o
r
r
e
c
t
b
a
s
i
c
w
a
t
e
r
b
a
c
k
l
o
g
?
g
u
r
e
.
C
o
m
p
l
e
t
e
B
a
c
k
l
o
g
S
t
u
d
y
1
0
0
%
c
o
m
p
l
e
t
e
W
S
1
9
3
·
I
n
s
t
a
l
l
n
e
w
n
e
t
w
o
r
k
s
a
s
p
e
r
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
I
n
s
t
a
l
l
a
t
i
o
n
o
f
1
0
n
e
w
s
t
a
n
d
p
i
p
e
c
o
n
n
e
c
t
i
o
n
s
(
N
o
.
)
1
0
W
S
1
9
4
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
B
a
s
i
c
S
a
n
i
t
a
-
t
i
o
n
.
6
0
0
0
V
I
P
’
s
t
o
c
o
m
p
l
e
t
e
b
a
c
k
l
o
g
I
n
s
t
a
l
l
3
0
0
0
V
I
P
’
s
i
n
V
u
l
i
n
d
l
e
l
a
3
0
0
0
0
W
S
1
9
5
1
4
,
0
0
0
,
0
0
0
0
0
0
0
M
I
G
1
t
o
9
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
.
R
e
p
l
a
c
e
4
k
m
o
f
d
e
f
e
c
t
i
v
e
s
a
n
i
t
a
t
i
o
n
p
i
p
e
a
n
d
p
u
r
c
h
a
s
e
n
e
w
p
u
m
p
s
f
o
r
p
u
m
p
s
t
a
t
i
o
n
s
2
1
k
m
o
f
D
e
f
e
c
t
i
v
e
/
o
l
d
s
e
w
e
r
p
i
p
e
s
t
h
a
t
r
e
q
u
i
r
e
r
e
p
l
a
c
e
m
e
n
t
.
m
e
t
e
r
s
o
f
s
e
w
e
r
p
i
p
e
r
e
p
l
a
c
e
d
4
0
0
0
W
S
1
9
6
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
M
I
G
V
a
r
i
o
u
s
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
N
/
A
m
e
t
e
r
s
o
f
s
e
w
e
r
p
i
p
e
s
u
r
v
e
y
e
d
5
0
0
0
0
W
S
1
9
7
3
,
6
7
3
,
5
9
4
0
0
0
0
M
I
G
A
L
L
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
-
b
l
o
c
k
d
r
a
i
n
s
m
e
t
e
r
o
f
s
e
w
e
r
p
i
p
e
i
n
s
t
a
l
l
e
d
4
0
0
0
W
S
1
9
8
0
6
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
2
3
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
E
l
i
m
i
n
a
t
e
5
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
b
y
i
n
s
t
a
l
l
i
n
g
w
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
m
e
t
e
r
o
f
s
e
w
e
r
p
i
p
e
i
n
s
t
a
l
l
e
d
2
0
0
0
W
S
1
9
9
0
5
,
5
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
2
1
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
-
P
h
a
s
e
2
(
D
e
s
i
g
n
)
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
4
0
0
0
h
o
u
s
e
h
o
l
d
s
D
e
s
i
g
n
o
f
P
h
a
s
e
2
1
0
0
%
W
S
2
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
0
0
M
I
G
1
0
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
4
0
0
0
h
o
u
s
e
h
o
l
d
s
D
e
s
i
g
n
o
f
P
h
a
s
e
2
1
0
0
%
W
S
2
0
1
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
0
0
M
I
G
1
6
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
I
n
s
t
a
l
l
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
-
t
a
t
i
o
n
t
o
5
0
0
0
h
o
u
s
e
h
o
l
d
s
C
o
m
p
l
e
t
i
o
n
o
f
D
e
s
i
g
n
a
n
d
E
I
A
1
0
0
%
W
S
2
0
2
4
0
0
,
0
0
0
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
P
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
W
a
t
e
r
d
i
s
t
r
i
b
u
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
1
0
0
%
W
S
2
0
3
0
0
0
0
A
l
l
161
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
S
a
n
i
t
a
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
.
1
0
0
%
W
S
2
0
4
0
0
0
0
A
l
l
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
M
a
i
n
t
a
i
n
E
x
p
e
n
d
i
t
u
r
e
w
i
t
h
i
n
t
h
e
a
p
p
r
o
v
e
d
b
u
d
g
e
t
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
W
S
2
0
5
0
0
0
0
A
L
L
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
S
2
0
6
0
0
0
0
A
l
l
P
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
W
a
t
e
r
d
i
s
t
r
i
b
u
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
l
l
e
n
c
o
m
-
p
a
s
s
i
n
g
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
(
a
m
i
n
i
m
u
m
o
f
1
0
k
m
o
f
r
e
d
u
n
d
a
n
t
w
a
t
e
r
p
i
p
-
i
n
g
t
o
b
e
r
e
p
l
a
c
e
d
)
P
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
w
a
t
e
r
p
l
a
n
(
a
m
i
n
i
m
u
m
o
f
1
0
k
m
o
f
r
e
d
u
n
d
a
n
t
w
a
t
e
r
p
i
p
-
i
n
g
t
o
b
e
r
e
p
l
a
c
e
d
)
W
S
2
0
7
C
o
n
t
a
i
n
w
a
t
e
r
l
o
s
s
4
2
%
w
a
t
e
r
l
o
s
s
E
n
s
u
r
e
w
a
t
e
r
d
i
s
c
o
n
-
n
e
c
t
i
o
n
s
a
n
d
p
r
o
d
u
c
e
a
r
e
p
o
r
t
d
e
t
a
i
l
i
n
g
?
o
w
d
y
n
a
m
i
c
s
a
n
d
i
m
p
r
o
v
e
m
e
n
t
s
P
r
o
d
u
c
e
d
a
r
e
p
o
r
t
d
e
t
a
i
l
i
n
g
d
i
s
c
o
n
n
e
c
-
t
i
o
n
s
,
?
o
w
d
y
n
a
m
i
c
s
a
n
d
i
m
p
r
o
v
e
m
e
n
t
s
W
S
2
0
8
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
N
o
c
o
n
t
r
o
l
R
e
d
u
c
e
w
a
t
e
r
l
o
s
s
e
s
b
y
1
0
%
a
n
d
r
e
p
o
r
t
1
0
%
w
a
t
e
r
l
o
s
s
r
e
d
u
c
-
t
i
o
n
a
n
d
r
e
p
o
r
t
W
S
2
0
9
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
I
n
s
t
a
l
l
w
a
t
e
r
a
u
d
i
t
m
e
t
e
r
s
N
o
a
u
d
i
t
m
e
t
e
r
s
I
n
s
t
a
l
l
d
i
s
t
r
i
c
t
w
a
t
e
r
a
u
d
i
t
m
e
t
e
r
s
I
n
s
t
a
l
l
e
d
d
i
s
t
r
i
c
t
a
u
d
i
t
m
e
t
e
r
s
W
S
2
1
0
I
l
l
e
g
a
l
c
o
n
n
e
c
-
t
i
o
n
s
I
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
u
n
-
k
n
o
w
n
R
e
m
o
v
e
a
l
l
i
l
l
e
g
a
l
c
o
n
n
e
c
t
i
o
n
s
a
n
d
p
r
e
-
p
a
r
e
p
r
o
g
r
e
s
s
r
e
p
o
r
t
P
r
o
g
r
e
s
s
r
e
p
o
r
t
o
n
s
t
a
t
e
o
f
i
l
l
e
g
a
l
s
c
o
n
-
n
e
c
t
i
o
n
s
W
S
2
1
1
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
e
f
u
r
b
i
s
h
m
e
n
t
n
e
t
-
w
o
r
k
s
p
l
a
n
W
S
2
1
2
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
W
a
t
e
r
D
i
s
t
r
i
b
u
t
i
o
n
N
o
p
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
d
e
t
a
i
l
e
d
p
l
a
n
f
o
r
a
l
l
p
r
o
j
e
c
t
s
a
n
d
p
r
o
g
r
e
s
s
r
e
p
o
r
t
A
c
a
p
i
t
a
l
p
r
o
j
e
c
t
s
p
l
a
n
a
n
d
p
r
o
g
r
e
s
s
r
e
p
o
r
t
W
S
2
1
3
0
0
0
W
a
t
e
r
B
a
l
a
n
c
-
i
n
g
p
e
r
z
o
n
e
/
d
i
s
t
r
i
c
t
N
o
n
e
x
i
s
t
e
n
t
P
r
e
p
a
r
e
a
m
o
n
t
h
l
y
w
a
t
e
r
b
a
l
a
n
c
i
n
g
r
e
p
o
r
t
A
p
r
e
p
a
r
e
d
m
o
n
t
h
l
y
w
a
t
e
r
b
a
l
a
n
c
i
n
g
r
e
p
o
r
t
W
S
2
1
4
F
B
W
n
o
t
f
u
l
l
y
i
m
p
l
e
m
e
n
t
e
d
H
i
g
h
a
m
o
u
n
t
o
f
c
u
s
t
o
m
e
r
s
w
i
t
h
o
u
t
F
r
e
e
B
a
s
i
c
W
a
t
e
r
W
S
2
1
5
0
6
,
0
0
0
,
0
0
0
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
S
a
n
i
t
a
t
i
o
n
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
n
e
w
n
e
t
-
w
o
r
k
i
n
s
t
a
l
l
a
t
i
o
n
p
l
a
n
A
p
r
e
p
a
r
e
d
n
e
w
n
e
t
-
w
o
r
k
i
n
s
t
a
l
l
a
t
i
o
n
p
l
a
n
i
s
i
n
p
l
a
c
e
W
S
2
1
6
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
s
a
n
i
t
a
t
i
o
n
n
e
t
w
o
r
k
s
D
i
l
a
p
i
d
a
t
e
d
n
e
t
w
o
r
k
s
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
e
f
u
r
b
i
s
h
e
d
n
e
t
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
W
S
2
1
7
A
d
m
i
n
i
s
t
r
a
-
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
m
e
n
t
f
o
r
p
r
o
v
i
-
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
n
c
o
u
n
c
i
l
A
s
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
f
o
r
p
r
o
v
i
s
i
o
n
o
f
s
e
r
v
i
c
e
f
r
o
m
d
e
s
i
g
-
n
a
t
e
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
i
s
i
n
p
l
a
c
e
W
S
2
1
8
162
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
-
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
W
S
2
1
9
C
o
s
t
C
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
-
g
e
t
a
n
d
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
s
c
o
n
t
a
i
n
e
d
W
S
2
2
0
R
e
a
c
t
i
v
e
O
p
-
e
r
a
t
i
o
n
s
W
a
t
e
r
&
S
a
n
i
t
a
t
i
o
n
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
b
e
n
c
h
m
a
r
k
s
p
l
a
n
B
e
n
c
h
m
a
r
k
s
a
r
e
s
e
t
p
l
a
n
d
e
v
e
l
o
p
e
d
W
S
2
2
1
C
a
p
i
t
a
l
P
r
o
j
-
e
c
t
s
S
a
n
i
t
a
t
i
o
n
V
i
t
a
l
i
n
o
r
d
e
r
t
o
r
e
d
u
c
e
s
e
w
a
g
e
s
p
i
l
l
i
n
g
i
n
t
o
s
t
r
e
a
m
s
a
n
d
r
i
v
e
r
s
.
T
h
i
s
h
a
s
h
e
l
a
t
h
i
m
p
l
i
c
a
t
i
o
n
s
a
n
d
f
u
r
t
h
e
r
i
s
i
s
d
i
r
e
c
t
c
o
n
t
r
a
v
e
n
t
i
o
n
o
f
t
h
e
n
a
t
i
o
n
a
l
w
a
t
e
r
a
c
t
.
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
n
e
t
-
w
o
r
k
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
.
R
e
p
l
a
c
e
4
k
m
o
f
d
e
f
e
c
t
i
v
e
s
a
n
i
t
a
t
i
o
n
p
i
p
e
a
n
d
p
u
r
c
h
a
s
e
n
e
w
p
u
m
p
s
f
o
r
p
u
m
p
s
t
a
t
i
o
n
s
R
e
p
l
a
c
e
o
l
d
s
e
w
e
r
i
n
f
r
a
s
t
r
u
c
t
u
r
e
t
o
d
e
c
r
e
a
s
e
o
p
e
r
a
t
i
o
n
a
l
f
a
i
l
u
r
e
s
.
W
S
2
2
6
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
V
a
r
i
o
u
s
,
B
a
s
e
d
o
n
Z
o
n
e
s
C
o
n
t
r
a
c
t
u
a
l
l
y
c
o
m
m
i
t
e
d
p
r
o
j
e
c
t
f
o
r
3
y
e
a
r
s
a
s
p
e
r
l
e
t
t
e
r
o
f
a
w
a
r
d
.
A
l
s
o
l
e
g
i
s
-
l
a
t
i
v
e
i
n
o
r
d
e
r
t
o
p
r
o
d
u
c
e
a
n
a
s
s
e
s
t
m
a
n
a
g
e
m
e
n
t
p
l
a
n
.
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
-
t
u
r
e
F
e
a
s
i
b
i
l
l
i
t
y
S
t
u
d
y
A
s
s
e
s
s
s
e
w
e
r
i
n
f
r
a
s
t
r
u
c
t
u
r
e
a
n
d
d
e
v
e
l
o
p
r
e
h
a
b
i
l
i
t
a
t
i
o
n
p
r
o
g
r
a
m
W
S
2
2
3
0
0
0
0
M
I
G
(
C
A
P
E
X
)
A
L
L
V
i
t
a
l
i
n
o
r
d
e
r
t
o
i
m
p
r
o
v
e
o
p
e
r
a
t
i
o
n
s
a
n
d
f
u
r
t
h
e
r
t
o
e
x
t
e
n
d
t
h
e
u
s
e
f
u
l
a
r
e
a
f
o
r
p
r
o
p
e
r
t
y
o
w
n
e
r
s
t
o
e
x
t
e
n
d
.
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
t
i
o
n
i
n
S
o
-
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
E
r
a
d
i
c
a
t
e
M
i
d
b
l
o
c
k
s
f
o
r
e
a
s
e
o
f
m
a
i
n
t
e
-
n
a
n
c
e
W
S
2
2
4
6
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
2
3
V
i
t
a
l
i
n
o
r
d
e
r
t
o
e
r
a
d
i
c
a
t
e
c
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
w
h
i
c
h
a
r
e
n
o
t
m
a
i
n
t
a
i
n
e
d
a
n
d
t
h
e
r
e
f
o
r
e
s
e
w
a
g
e
i
s
s
t
a
r
t
-
i
n
g
t
o
“
d
a
y
l
i
g
h
t
”
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
U
p
g
r
a
d
e
o
f
W
a
t
e
r
r
e
c
t
i
c
u
l
a
t
i
o
n
n
e
t
w
o
r
k
f
o
r
s
u
p
p
l
y
i
n
c
r
e
a
s
e
i
n
o
r
d
e
r
t
o
i
n
s
t
a
l
l
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
.
W
S
2
2
5
3
,
0
0
0
,
2
5
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
2
1
O
n
s
i
t
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
h
a
s
f
a
i
l
e
d
.
F
u
n
d
i
n
g
r
e
-
q
u
i
r
e
d
t
o
D
e
s
i
g
n
,
P
h
a
s
e
2
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
I
n
s
t
a
l
l
a
W
a
t
e
r
b
o
r
n
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
W
S
2
2
6
2
0
,
0
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
0
0
M
I
G
(
C
A
P
E
X
)
1
0
O
n
s
i
t
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
h
a
s
f
a
i
l
e
d
.
F
u
n
d
i
n
g
r
e
-
q
u
i
r
e
d
t
o
D
e
s
i
g
n
,
P
h
a
s
e
2
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
I
n
s
t
a
l
l
a
W
a
t
e
r
b
o
r
n
e
S
a
n
i
t
a
t
i
o
n
s
y
s
t
e
m
W
S
2
2
7
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
0
0
M
I
G
(
C
A
P
E
X
)
1
6
D
e
s
i
g
n
i
s
c
o
m
p
l
e
t
e
,
h
o
w
-
e
v
e
r
E
I
A
p
r
o
c
e
s
s
m
i
g
h
t
t
a
k
e
l
o
n
g
e
r
t
h
a
n
a
n
t
i
c
i
p
a
t
-
e
d
.
C
o
n
s
t
r
u
c
t
i
o
n
t
h
e
r
e
f
o
r
e
d
e
f
e
r
r
e
d
t
o
2
0
1
2
/
2
0
1
3
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
I
n
s
t
a
l
l
B
u
l
k
o
u
t
f
a
l
l
s
e
w
e
r
a
n
d
r
e
t
i
c
u
l
a
-
t
i
o
n
f
o
r
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
W
S
2
2
8
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
(
C
A
P
E
X
)
1
8
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
S
2
2
9
163
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
S
2
3
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
W
S
2
3
1
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
-
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
W
S
2
3
2
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
f
o
r
M
I
G
f
u
n
d
i
n
g
.
U
n
d
e
r
t
a
k
e
s
t
u
d
y
f
o
r
c
o
r
-
r
e
c
t
b
a
s
i
c
w
a
t
e
r
b
a
c
k
l
o
g
?
g
u
r
e
.
I
n
s
t
a
l
l
n
e
w
n
e
t
w
o
r
k
s
a
s
p
e
r
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
C
o
n
?
r
m
M
I
G
f
u
n
d
-
i
n
g
.
C
o
n
-
?
r
m
b
a
s
i
c
w
a
t
e
r
b
a
c
k
-
l
o
g
n
u
m
b
e
r
.
A
c
c
e
s
s
t
o
b
a
s
i
c
w
a
t
e
r
1
5
n
e
w
s
t
a
n
d
p
i
p
e
s
W
S
2
3
3
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
A
l
l
c
o
n
s
u
m
e
r
s
h
a
v
e
a
c
c
e
s
s
t
o
b
a
s
i
c
s
a
n
i
t
a
-
t
i
o
n
I
n
s
t
a
l
l
a
t
i
o
n
o
f
V
I
P
’
s
E
r
a
d
i
c
a
t
e
b
a
s
i
c
s
a
n
i
t
a
-
t
i
o
n
b
a
c
k
l
o
g
1
5
0
0
W
S
2
3
4
T
O
T
A
L
6
6
,
5
0
3
,
0
0
0
2
2
2
,
0
0
0
,
2
5
0
1
8
1
,
0
0
0
,
0
0
0
1
4
4
,
7
7
5
,
0
0
0
1
4
6
,
5
0
0
,
0
0
0
164
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.6 SANITATION
14.6.1 Backlogs
The backlogs refer to households without:
i) Sanitation facilities at all; and
ii) waterborne sewage facilities connected to the sewarage network of the Municipality.
Currently most parts of Greater Edendale are served by conservancy tanks which need emptying on a regular
basis. The Municipality has since decided to eliminate all conservancy tanks by connecting the affected
households to the existing sewerage network. This has created another level of service backlog, despite it
being an upgrade.
A number of houses in Ashdown, Imbali, Sobantu and Georgetown have their sewage connected to midblocks
which cause a nuisance to houses near their location, and poise a health risk whenever they over?ow. The
Municipality is eradicating all sewage midblocks and huge backlogs exist. The backlogs are as indicated in
the earlier section.
14.6.2 Institutional Arrangement
The Sanitation Section falls under the Infrastructure Services Business Unit and is part of the Water &
Sanitation Sub-Unit.
The Section is responsible for the construction, operation and maintenance of the sewerage network facilities
in the Municipality. The sewage treatment is contracted to Umgeni Water through a service agreement. The
Municipality is only responsible for the Lynn?eld Park sewage treatment plant which has through put of
100m³/day.
A Section 78 Assessment is currently underway to establish the most ef?cient and effective mechanism for
providing the sanitation service.
14.6.3 Human Resource Capacity
As per the comment under the Water Section, the Sanitation Section is grossly under-staffed technically.
14.6.4 Financial Capacity
The majority of funding (about 70%) for the Sanitation service is coming from the Municipal Infrastructure
Grant (MIG). Basic sanitation is, in the main, wholly funded by MIG and sewerage network extensions are
mainly funded by the Municipality (about 80%). R107 million has been made available for the construction
of VIP’s for the next ?ve years. The Municipality has committed to do sewerage network extensions in
Azalea, Unit H and Woodlands areas in the next three years.
14.6.5 Service Levels and Alternatives
The Municipality has the following levels of service in its Sanitation system:
i) Pit latrines;
ii) On-site water system; and
iii) Waterborne off-sit sewage system.
The three levels of service are still necessary in Msunduzi due to the diversity of settlement patterns. However,
the Municipality has decided to upgrade the on-site waterborne system to off-sit sewage system in low-
income houses due to the operational failures that have led to high health risks to the affected communities.
However, properties with large standards (+ 2 000 m²), like Ashburton, can still use the septic tank system
without posing any health risks.
The pit latrines are suitable for semi-rural and rural areas, and informal settlements.
165
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
6
.
6
Q
u
a
l
i
t
y
o
f
S
e
r
v
i
c
e
T
h
e
d
e
v
e
l
o
p
e
d
S
e
r
v
i
c
e
C
h
a
r
t
e
r
s
t
i
p
u
l
a
t
e
d
c
l
e
a
r
l
y
t
h
e
m
i
n
i
m
u
m
s
e
r
v
i
c
e
s
t
a
n
d
a
r
d
s
e
x
p
e
c
t
e
d
o
f
t
h
e
S
e
c
t
i
o
n
.
T
h
e
S
e
r
v
i
c
e
C
h
a
r
t
e
r
c
o
m
p
l
i
e
s
w
i
t
h
t
h
e
W
a
s
t
e
w
a
t
e
r
E
f
?
u
e
n
t
S
t
a
n
d
a
r
d
s
a
n
d
W
a
t
e
r
S
e
r
v
i
c
e
s
A
c
t
.
1
4
.
6
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
a
n
d
V
u
l
i
n
d
l
e
l
a
a
r
e
a
s
h
a
v
e
b
e
e
n
i
n
a
d
e
q
u
a
t
e
l
y
s
e
r
v
i
c
e
d
i
n
t
h
e
p
a
s
t
,
r
e
s
u
l
t
i
n
g
i
n
v
e
r
y
u
n
h
e
a
l
t
h
y
l
i
v
i
n
g
c
o
n
d
i
t
i
o
n
s
a
n
d
w
i
d
e
s
p
r
e
a
d
p
o
l
l
u
t
i
o
n
o
f
r
i
v
e
r
s
.
I
n
2
0
0
2
w
e
e
n
d
e
a
v
o
u
r
e
d
t
o
r
e
p
l
a
c
e
a
l
l
c
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
a
n
d
i
n
f
o
r
m
a
l
p
i
t
l
a
t
r
i
n
e
s
;
d
r
a
w
-
u
p
a
n
a
s
s
e
t
m
a
i
n
t
e
n
a
n
c
e
a
n
d
o
p
e
r
a
t
i
n
g
p
r
o
g
r
a
m
m
e
;
a
n
d
e
n
s
u
r
e
t
h
a
t
a
l
l
e
x
i
s
t
i
n
g
a
n
d
n
e
w
i
n
d
u
s
t
r
i
a
l
a
r
e
a
s
w
e
r
e
f
u
l
l
y
r
e
t
i
c
u
l
a
t
e
d
.
A
s
a
s
t
a
r
t
,
3
3
0
0
V
I
P
t
o
i
l
e
t
s
w
e
r
e
b
u
i
l
t
.
T
h
e
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
a
n
d
p
r
o
v
i
d
e
s
s
a
n
i
t
a
t
i
o
n
s
e
r
v
i
c
e
s
t
o
t
h
e
w
h
o
l
e
a
r
e
a
o
f
i
t
s
j
u
r
i
s
d
i
c
t
i
o
n
.
I
t
h
a
s
a
s
e
r
v
i
c
e
a
g
r
e
e
m
e
n
t
w
i
t
h
U
m
g
e
n
i
W
a
t
e
r
t
o
t
r
e
a
t
t
h
e
s
e
w
a
g
e
f
o
r
t
h
e
C
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
o
p
e
r
a
t
e
s
a
n
d
m
a
i
n
t
a
i
n
s
1
0
0
m
³
/
d
a
y
s
e
w
a
g
e
t
r
e
a
t
m
e
n
t
p
l
a
n
t
f
o
r
L
y
n
n
f
I
e
l
d
P
a
r
k
d
e
v
e
l
o
p
m
e
n
t
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
W
A
S
T
E
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
e
f
f
e
c
t
i
v
e
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
I
n
f
r
a
s
t
r
u
c
t
u
r
e
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
w
i
t
h
r
e
g
a
r
d
t
o
v
e
h
i
c
l
e
s
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
p
l
a
n
n
e
d
m
a
i
n
t
e
n
a
n
c
e
v
e
h
i
c
l
e
p
l
a
n
A
p
l
a
n
n
e
d
m
a
i
n
t
e
-
n
a
n
c
e
v
e
h
i
c
l
e
p
l
a
n
W
M
2
3
5
0
1
5
,
2
8
0
,
0
0
0
6
0
5
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
S
c
h
e
d
u
l
e
d
C
o
l
l
e
c
t
i
o
n
o
f
w
a
s
t
e
H
i
g
h
u
n
c
o
l
-
l
e
c
t
e
d
w
a
s
t
e
C
o
l
l
e
c
t
i
o
n
o
f
w
a
s
t
e
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
p
l
a
n
A
n
i
n
t
e
g
r
a
t
e
d
w
a
s
t
e
p
l
a
n
W
M
2
3
6
0
0
1
2
1
0
0
0
0
5
0
0
,
0
0
0
5
0
0
0
0
0
S
c
h
e
d
u
l
e
d
C
o
l
l
e
c
t
i
o
n
o
f
r
e
f
u
s
e
H
i
g
h
u
n
c
o
l
-
l
e
c
t
e
d
r
e
f
u
s
e
C
o
l
l
e
c
t
i
o
n
o
f
r
e
f
u
s
e
i
n
a
c
c
o
r
-
d
a
n
c
e
w
i
t
h
p
l
a
n
A
r
e
f
u
s
e
c
o
l
l
e
c
t
i
o
n
p
l
a
n
W
M
2
3
7
0
0
2
4
2
0
0
0
0
5
0
0
0
0
0
5
0
0
0
0
0
M
a
t
e
r
i
a
l
s
r
e
c
o
v
e
r
y
a
n
d
r
e
c
y
c
l
i
n
g
U
n
c
o
-
o
r
d
i
n
a
t
e
d
r
e
c
y
c
l
i
n
g
t
a
k
i
n
g
p
l
a
c
e
C
a
l
l
f
o
r
p
r
o
p
o
s
a
l
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
r
e
c
y
l
i
n
g
/
m
a
t
e
r
a
i
l
s
r
e
c
o
v
e
r
y
c
o
n
t
r
a
c
t
s
W
M
2
3
8
2
5
0
0
0
0
0
2
5
0
0
0
0
0
3
0
0
0
0
0
0
3
0
0
0
0
0
0
3
5
0
0
0
0
0
C
o
u
n
c
i
l
/
E
x
-
t
e
r
n
a
l
A
L
L
G
a
s
-
T
o
-
E
n
e
r
g
y
G
a
s
t
r
i
a
l
s
b
e
i
n
g
c
o
n
d
u
c
t
e
d
.
P
o
w
e
r
p
u
r
c
h
a
s
e
a
g
r
e
e
m
e
n
t
t
o
b
e
e
n
t
e
r
e
d
i
n
t
o
.
G
a
s
e
x
t
r
a
c
t
i
o
n
a
n
d
e
n
e
r
g
y
g
e
n
e
r
a
t
i
o
n
I
n
c
o
m
e
f
r
o
m
s
a
l
e
o
f
c
a
r
b
o
n
c
r
e
d
i
t
s
a
n
d
e
n
e
r
g
y
W
M
2
3
9
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
n
o
c
o
s
t
t
o
C
o
u
n
c
i
l
/
i
n
c
o
m
e
g
e
n
e
r
a
t
i
o
n
A
L
L
166
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
a
n
d
?
l
l
S
i
t
e
u
p
g
r
a
d
e
N
o
n
-
c
o
m
-
p
l
i
a
n
c
e
w
i
t
h
p
e
r
m
i
t
r
e
q
u
i
r
e
-
m
e
n
t
s
c
o
m
p
l
y
w
i
t
h
a
l
l
l
e
g
i
s
l
a
t
i
v
e
a
n
d
e
n
v
i
r
o
n
m
e
n
t
a
l
r
e
q
u
i
r
e
m
e
n
t
s
w
e
l
l
m
a
n
a
g
e
d
l
a
n
d
?
l
l
W
M
2
4
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
7
5
0
0
0
0
0
C
o
u
n
c
i
l
/
M
I
G
A
L
L
C
o
n
v
e
r
s
i
o
n
o
f
g
a
r
d
e
n
s
i
t
e
s
t
o
r
e
c
y
c
l
i
n
g
c
e
n
t
r
e
s
u
n
c
o
n
t
r
o
l
l
e
d
d
u
m
p
i
n
g
o
f
r
e
f
u
s
e
c
a
l
l
f
o
r
p
r
o
p
o
s
a
l
s
t
o
m
a
n
a
g
e
r
e
c
y
c
l
i
n
g
/
b
u
y
-
b
a
c
k
c
e
n
t
r
e
s
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
c
o
n
t
r
a
c
t
s
t
o
m
a
n
a
g
e
c
e
n
t
r
e
s
W
M
2
4
1
2
5
0
0
0
0
0
2
5
0
0
0
0
0
2
5
0
0
0
0
0
3
0
0
0
0
0
0
3
0
0
0
0
0
0
C
o
u
n
c
i
l
/
M
I
G
A
L
L
C
l
e
a
n
i
n
g
o
f
C
o
u
n
c
i
l
B
u
i
l
d
i
n
g
s
E
s
t
a
b
l
i
s
h
a
d
a
t
a
b
a
s
e
o
f
c
o
u
n
c
i
l
b
u
i
l
d
i
n
g
s
f
o
r
c
l
e
a
n
i
n
g
.
P
r
e
p
a
r
e
c
l
e
a
n
i
n
g
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
E
s
t
a
b
l
i
s
h
e
d
d
a
t
a
b
a
s
e
o
f
c
o
u
n
c
i
l
b
u
i
l
d
i
n
g
s
a
n
d
c
l
e
a
n
i
n
g
p
l
a
n
W
M
2
4
2
0
0
0
0
0
C
u
r
r
e
n
t
f
a
c
i
l
i
t
i
e
s
t
o
t
a
l
l
y
i
n
a
d
e
q
u
a
t
e
L
a
d
i
e
s
c
h
a
n
g
e
r
o
o
m
a
n
d
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
W
M
2
4
3
0
8
,
0
0
0
,
0
0
0
0
0
0
F
u
n
d
s
t
o
b
e
i
d
e
n
t
i
?
e
d
i
n
C
o
u
n
c
i
l
B
u
d
g
e
t
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
R
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
s
W
M
2
4
4
0
6
,
0
0
0
,
0
0
0
0
0
0
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
W
M
2
4
5
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
-
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
W
M
2
4
6
0
6
0
0
,
0
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
M
2
4
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
W
M
2
4
8
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
W
M
2
4
9
0
0
0
0
0
T
O
T
A
L
0
1
5
,
2
8
0
,
0
0
0
9
,
9
3
0
,
0
0
0
1
,
4
0
0
,
0
0
0
1
,
4
0
0
,
0
0
0
167
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.7 ROADS & TRANSPORTATION
14.7.1 Backlogs
The backlogs on the upgrading of roads in Edendale, Copesville and Vulindlela are indicated in Section 14.1.
Some of the major roads include:
INTERCHANGES WITH THE N3:
i) Greytown Road R240 m
ii) Mkondeni R30 m
NEW ROADS/EXTENSIONS/LINKS:
i) Old?eld Road – Market Road link R7 m
ii) Burger Street Ext R18 m
iii) Retief Street Ext R8 m
iv) Ottos Bluff – Connor Road link R45 m
v) Route 7B R5,5 m
TRAFFIC CALMING:
(Old City & Greater Edendale) R6,6 m
ASHBURTON:
Bellevue Distributor R17,5 m
VULINDLELA:
Upgrade roads : 544 km R1,7 bn
EDENDALE:
Edendale Bulk Roads Master Plan shows a
total of 32,5 km new roads planned R114 m
Upgrade of roads (445 km) R1,3 bn
14.7.2 Institutional Arrangement
The Roads and Transportation Sub-Unit is responsible for the planning, design, construction and maintenance
of roads, public transport facilities, bridges, footbridges, stormwater and drainage systems. It operates in
consultation with the Department of Transport and the uMgungundlovu District Municipality, who are
authorities with similar responsibilities for different levels of facilities.
14.7.3 Human Resources Capacity
The Roads and Transportation Sub-Unit is reasonably staffed. However, the number of quali?ed and
experienced Engineers and Technologists leaves a lot to be desired. The Sub-Unit has no registered Engineer
and three professionally registered Technologists against a desired complement of ?ve Engineers and thirteen
registered Technologists. The use of consultants is therefore prevalent to make up for the shortfalls.
14.7.4 Financial Capacity
MIG is funding 60% of the road upgrading projects in Vulindlela and Edendale. The Council funds 80%
of all major road extensions and expansions, with the remaining 20% coming from grant funding from the
Provincial and National Departments of Transport. The backlog for the upgrading of the gravel roads is so
huge that substantial amounts of additional funding is required.
In the 2005/06 ?nancial year, MTAB granted the District Council funding for the Integrated Transport Plan
feasibility study. MTAB is also funding the Northdale/Edendale corridor transportation study which seeks to
improve the movement of passengers, goods and services between the two economic nodes. More funding is
required to study all the N3 interchanges, service roads to lower traf?c volumes of the N3, conduct the City
Centre traf?c situation and construct the necessary road network.
168
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
7
.
5
S
e
r
v
i
c
e
L
e
v
e
l
s
&
A
l
t
e
r
n
a
t
i
v
e
s
T
h
e
C
o
u
n
c
i
l
a
d
o
p
t
e
d
t
h
e
r
o
a
d
g
u
i
d
e
l
i
n
e
s
s
t
i
p
u
l
a
t
e
d
i
n
t
h
e
“
I
n
f
r
a
s
t
r
u
c
t
u
r
e
,
S
e
r
v
i
c
e
s
a
n
d
F
a
c
i
l
i
t
i
e
s
R
o
a
d
a
n
d
D
r
a
i
n
a
g
e
G
u
i
d
e
l
i
n
e
s
”
d
o
c
u
m
e
n
t
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
s
i
n
c
e
d
e
v
e
l
o
p
e
d
a
n
a
s
s
e
t
m
a
n
a
g
e
m
e
n
t
p
l
a
n
t
h
a
t
s
t
i
p
u
l
a
t
e
s
t
h
e
c
o
n
d
i
t
i
o
n
s
a
n
d
f
r
e
q
u
e
n
c
y
o
f
c
o
n
d
u
c
t
i
n
g
c
o
n
d
i
t
i
o
n
a
n
a
l
y
s
i
s
a
n
d
a
s
s
e
t
m
a
i
n
t
e
n
a
n
c
e
.
1
4
.
7
.
6
Q
u
a
l
i
t
y
o
f
S
e
r
v
i
c
e
T
h
e
q
u
a
l
i
t
y
o
f
s
e
r
v
i
c
e
i
s
a
s
s
t
i
p
u
l
a
t
e
d
i
n
t
h
e
S
e
r
v
i
c
e
C
h
a
r
t
e
r
.
1
4
.
7
.
7
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
M
s
u
n
d
u
z
i
a
r
e
a
i
s
s
e
r
v
i
c
e
d
b
y
a
n
u
m
b
e
r
o
f
r
o
a
d
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
.
T
h
e
S
o
u
t
h
A
f
r
i
c
a
n
N
a
t
i
o
n
a
l
R
o
a
d
s
a
d
m
i
n
i
s
t
e
r
s
t
h
e
N
3
c
o
r
r
i
d
o
r
,
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
T
r
a
n
s
p
o
r
t
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
p
r
o
v
i
n
c
i
a
l
,
d
i
s
t
r
i
c
t
a
n
d
l
o
c
a
l
r
o
a
d
s
i
n
t
h
e
r
u
r
a
l
a
r
e
a
s
o
f
V
u
l
i
n
d
l
e
l
a
,
B
i
s
h
o
p
s
t
o
w
e
a
n
d
t
h
e
U
M
g
u
n
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
C
o
u
n
c
i
l
s
h
o
u
l
d
b
e
r
e
s
p
o
n
s
i
b
l
e
f
o
r
d
i
s
t
r
i
c
t
r
o
a
d
s
.
A
n
u
m
b
e
r
o
f
d
e
v
e
l
o
p
e
r
s
h
a
v
e
s
i
g
n
e
d
s
e
r
v
i
c
e
a
g
r
e
e
m
e
n
t
s
w
h
i
c
h
b
e
s
t
o
w
t
h
e
r
e
s
p
o
n
s
i
b
i
l
i
t
y
o
f
m
a
i
n
t
a
i
n
i
n
g
r
o
a
d
s
o
n
t
h
e
d
e
v
e
l
o
p
e
r
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
a
l
l
o
t
h
e
r
r
o
a
d
s
a
n
d
t
r
a
c
k
s
i
n
t
h
e
C
i
t
y
.
D
u
e
t
o
t
h
e
h
u
g
e
r
o
a
d
n
e
t
w
o
r
k
b
a
c
k
l
o
g
i
n
V
u
l
i
n
d
l
e
l
a
a
r
e
a
,
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
a
s
s
i
s
t
i
n
g
D
O
T
i
n
d
e
v
e
l
o
p
i
n
g
a
n
d
m
a
i
n
t
a
i
n
i
n
g
t
h
e
r
o
a
d
s
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
R
O
A
D
S
N
E
T
W
O
R
K
M
A
S
T
E
R
P
L
A
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
i
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
6
.
A
n
e
f
?
c
i
e
n
t
,
c
o
m
p
e
t
i
t
i
v
e
a
n
d
r
e
s
p
o
n
s
i
v
e
e
c
o
n
o
m
i
c
i
n
f
r
a
s
t
r
u
c
t
u
r
e
n
e
t
w
o
r
k
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
6
]
-
I
m
p
r
o
v
e
m
a
i
n
t
e
n
a
n
c
e
o
f
m
u
n
i
c
i
p
a
l
r
o
a
d
n
e
t
w
o
r
k
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
6
]
-
3
.
M
a
i
n
t
a
i
n
a
n
d
e
x
p
a
n
d
r
o
a
d
a
n
d
r
a
i
l
n
e
t
w
o
r
k
,
a
n
d
e
f
?
c
i
e
n
c
y
,
c
a
p
a
c
i
t
y
a
n
d
c
o
m
p
e
t
i
t
i
v
e
n
e
s
s
o
f
s
e
a
p
o
r
t
s
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
6
]
-
I
n
c
r
e
a
s
e
i
n
f
r
a
s
t
r
u
c
t
u
r
e
f
u
n
d
i
n
g
f
o
r
p
r
o
v
i
n
c
e
s
f
o
r
t
h
e
m
a
i
n
t
e
n
a
n
c
e
o
f
p
r
o
v
i
n
c
i
a
l
r
o
a
d
s
S
e
c
t
o
r
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
R
o
a
d
s
N
o
p
r
o
g
r
e
s
s
P
r
e
p
a
r
e
a
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
i
n
g
r
e
q
u
i
r
e
m
e
n
t
s
P
r
e
p
a
r
e
d
b
u
s
i
n
e
s
s
p
l
a
n
d
e
t
a
i
l
i
n
g
a
l
l
p
r
o
j
e
c
t
s
t
o
g
e
t
h
e
r
w
i
t
h
c
a
p
i
t
a
l
f
u
n
d
-
i
n
g
R
N
M
P
2
5
0
0
0
0
0
0
M
I
G
D
O
T
C
O
G
T
A
V
a
r
i
o
u
s
r
R
o
a
d
s
R
N
M
P
2
5
1
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
G
R
A
V
E
L
R
O
A
D
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
M
B
U
C
W
A
N
A
R
D
-
o
f
f
D
1
1
3
5
U
P
G
R
A
D
E
U
p
g
r
a
d
e
1
.
7
k
m
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
5
2
0
1
,
8
0
0
,
0
0
0
0
0
M
I
G
1
169
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
D
E
S
I
G
N
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
-
L
I
N
D
L
E
L
A
-
D
1
1
2
8
-
6
,
9
k
m
(
P
h
a
s
e
1
,
2
a
n
d
3
)
-
C
l
l
r
P
r
i
o
r
i
t
y
P
r
o
j
e
c
t
C
o
n
s
t
r
u
c
t
6
.
9
k
m
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
-
i
n
g
i
n
t
w
o
p
h
a
s
e
s
R
N
M
P
2
5
3
5
,
0
0
0
,
0
0
0
0
1
0
,
0
0
0
,
0
0
0
0
0
M
I
G
5
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
D
S
-
V
U
L
I
N
D
L
E
L
A
-
D
1
1
3
9
-
2
,
1
k
m
U
p
g
r
a
d
e
2
.
1
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
5
4
0
0
2
0
0
,
0
0
0
1
,
3
0
0
,
0
0
0
0
C
N
L
8
U
p
g
r
a
d
e
o
f
H
l
u
b
i
R
d
,
N
k
o
s
i
R
d
,
N
t
o
m
b
e
l
a
R
d
,
D
.
S
h
e
z
i
R
d
,
N
s
h
i
n
g
i
l
a
R
d
&
M
p
u
n
g
o
s
e
R
d
-
R
N
M
P
2
5
5
0
5
0
0
,
0
0
0
8
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
D
E
S
I
G
N
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
-
L
I
N
D
L
E
L
A
-
D
1
1
2
2
-
8
,
5
k
m
U
p
g
r
a
d
e
d
e
s
i
g
n
o
f
8
.
5
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
i
n
p
h
a
s
e
s
R
N
M
P
2
5
6
0
8
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
8
,
0
0
0
,
0
0
0
M
I
G
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
M
T
H
A
L
A
N
E
R
O
A
D
-
D
2
0
6
9
U
p
g
r
a
d
e
3
.
5
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
-
f
a
c
i
n
g
i
n
p
h
a
s
e
s
R
N
M
P
2
5
7
0
6
,
0
0
0
,
0
0
0
7
,
0
0
0
,
0
0
0
0
0
M
I
G
2
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
E
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
K
H
O
Z
A
R
D
U
P
G
R
A
D
E
U
p
g
r
a
d
e
1
.
0
K
m
i
n
t
o
s
u
r
f
a
c
e
d
r
o
a
d
R
N
M
P
2
5
8
0
1
,
5
0
0
,
0
0
0
0
0
0
M
I
G
4
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
V
U
L
I
N
D
L
E
L
A
-
S
I
M
E
L
A
N
E
R
O
A
D
U
P
G
R
A
D
E
-
0
.
4
k
m
T
o
f
o
r
m
,
s
h
a
p
e
a
n
d
g
r
a
v
e
l
0
,
4
k
m
o
f
r
o
a
d
R
N
M
P
2
5
9
0
6
0
0
,
0
0
0
0
0
0
M
I
G
1
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
M
a
g
a
b
a
R
o
a
d
E
D
E
N
-
D
A
L
E
-
W
A
R
D
1
0
-
1
,
8
5
k
m
U
p
g
r
a
d
i
n
g
o
f
1
.
8
5
k
m
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
6
0
0
0
0
0
0
M
I
G
1
1
G
r
a
v
s
e
a
l
a
n
d
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
/
G
R
A
V
S
E
A
L
R
O
A
D
S
-
E
D
E
N
-
D
A
L
E
-
T
a
f
u
l
e
n
i
R
o
a
d
-
1
.
2
k
m
U
p
g
r
a
d
i
n
g
o
f
1
.
2
k
m
g
r
a
v
s
e
a
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
6
1
0
0
0
0
0
M
I
G
1
1
G
r
a
v
e
l
R
o
a
d
H
O
R
S
E
-
S
H
O
E
R
O
A
D
S
I
N
I
M
B
A
L
I
T
o
u
p
g
r
a
d
e
1
.
5
k
m
o
f
g
r
a
v
e
l
h
o
r
s
e
-
s
h
o
e
r
o
a
d
s
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
6
2
1
,
0
0
0
,
0
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
0
M
I
G
1
5
1
9
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
1
-
1
6
k
m
(
3
m
w
i
d
e
A
c
c
e
s
s
r
o
a
d
s
)
U
p
g
r
a
d
i
n
g
o
f
1
6
k
m
o
f
3
m
a
c
c
e
s
s
p
a
s
s
a
g
e
s
/
r
o
a
d
s
i
n
c
o
n
c
r
e
t
e
r
o
a
d
s
R
N
M
P
2
6
3
0
8
0
0
,
0
0
0
8
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
1
1
N
a
r
r
o
w
r
o
a
d
a
n
d
a
l
o
w
b
r
i
d
g
e
b
e
l
o
w
1
.
2
0
?
o
o
d
l
i
n
e
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
S
T
A
-
T
I
O
N
R
O
A
D
[
n
e
x
t
t
o
G
e
o
r
g
e
-
t
o
w
n
H
i
g
h
S
c
h
o
o
l
]
(
R
a
i
s
e
&
W
i
d
e
n
t
h
e
b
r
i
d
g
e
w
i
t
h
a
s
s
o
c
i
a
t
e
d
r
o
a
d
w
o
r
k
s
)
T
o
u
p
g
r
a
d
e
t
h
e
u
n
s
a
f
e
e
x
i
s
t
i
n
g
c
u
l
v
e
r
t
a
b
o
v
e
t
h
e
1
.
2
0
?
o
o
d
l
i
n
e
.
W
i
d
e
n
t
h
e
r
o
a
d
t
o
6
m
.
I
m
p
r
o
v
e
t
h
e
a
s
s
o
c
i
a
t
e
d
r
o
a
d
-
w
o
r
k
s
o
n
b
o
t
h
a
p
p
r
o
a
c
h
e
s
R
N
M
P
2
6
4
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
0
M
I
G
1
1
170
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
H
L
A
T
H
I
N
I
R
D
-
1
.
9
k
m
C
o
m
p
l
e
t
e
1
.
9
K
m
o
f
r
o
a
d
b
y
J
u
n
e
2
0
1
3
R
N
M
P
2
6
5
3
,
5
0
0
,
0
0
0
0
0
0
0
M
I
G
1
1
G
r
a
v
s
e
a
l
a
n
d
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
D
S
-
E
D
N
-
W
A
R
D
1
2
-
M
O
S
-
C
O
W
-
4
,
0
k
m
-
Z
a
b
a
z
o
m
u
z
i
R
d
,
M
n
g
o
m
a
R
d
,
Z
w
a
n
e
R
d
-
M
O
S
-
C
O
W
A
R
E
A
R
D
S
U
p
g
r
a
d
i
n
g
o
f
4
.
0
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
w
i
t
h
a
s
s
o
-
c
i
a
t
e
d
s
t
o
r
m
w
a
t
e
r
R
N
M
P
2
6
6
4
0
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
M
I
G
1
2
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
-
T
E
R
F
A
L
L
R
D
U
p
g
r
a
d
i
n
g
o
f
0
.
9
k
m
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
w
i
t
h
a
s
s
o
c
i
a
t
e
d
s
t
o
r
m
w
a
t
e
r
R
N
M
P
2
6
7
3
,
0
0
0
,
0
0
0
0
0
0
0
M
I
G
1
2
G
r
a
v
e
l
r
o
a
d
a
n
d
E
r
o
d
i
n
g
b
a
n
k
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
W
I
L
L
O
W
F
O
U
N
T
A
I
N
W
I
L
L
O
W
F
O
N
T
E
I
N
R
O
A
D
(
M
A
I
N
R
O
A
D
E
X
T
E
N
S
I
O
N
P
A
S
S
T
E
R
M
I
N
U
S
)
-
3
.
5
k
m
U
p
g
r
a
d
i
n
g
o
f
3
.
5
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
w
i
t
h
a
s
s
o
c
i
a
t
e
d
b
a
n
k
p
r
o
t
e
c
t
i
o
n
R
N
M
P
2
6
8
0
0
6
,
5
0
0
,
0
0
0
0
0
M
I
G
1
4
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
V
U
B
A
M
A
S
I
R
D
U
p
g
r
a
d
i
n
g
o
f
V
u
b
a
m
a
s
i
R
o
a
d
t
o
a
n
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
R
N
M
P
2
6
9
0
0
0
0
0
M
I
G
1
5
G
r
a
v
e
l
R
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
6
-
8
,
0
k
m
-
S
e
n
t
i
R
d
,
S
b
h
o
m
o
r
o
R
d
,
K
h
a
w
u
l
a
R
d
-
D
a
m
b
u
z
a
A
r
e
a
-
T
h
u
l
a
n
i
R
d
-
U
n
i
t
J
S
b
h
o
m
o
r
o
R
o
a
d
-
U
p
g
r
a
d
i
n
g
o
f
8
.
0
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
7
0
0
1
,
0
0
0
,
0
0
0
0
0
0
M
I
G
1
6
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
a
c
h
i
-
b
i
s
a
/
D
a
m
b
u
z
a
R
o
a
d
s
-
P
h
a
s
e
2
U
p
g
r
a
d
i
n
g
o
f
5
.
0
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
r
o
a
d
s
R
N
M
P
2
7
1
8
,
0
0
0
,
0
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
M
I
G
2
1
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
U
n
i
t
P
i
n
t
e
r
n
a
l
R
o
a
d
s
-
P
h
a
s
e
2
U
p
g
r
a
d
i
n
g
o
f
4
.
5
k
m
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
l
l
w
e
a
t
h
e
r
a
c
c
e
s
s
r
o
a
d
R
N
M
P
2
7
2
3
0
0
,
0
0
0
0
9
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
M
I
G
1
8
G
r
a
v
e
l
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
a
l
a
l
a
R
o
a
d
-
2
.
0
k
m
T
o
u
p
g
r
a
d
e
2
.
0
k
m
M
a
l
a
l
a
R
o
a
d
R
N
M
P
2
7
3
0
3
0
0
0
0
0
0
5
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
0
M
I
G
5
G
r
a
v
e
l
r
o
a
d
s
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
1
7
-
1
,
4
k
m
-
K
a
n
c
a
n
c
e
K
a
n
c
a
n
e
T
u
c
k
S
h
o
p
R
d
,
S
i
b
u
k
o
s
e
z
w
e
R
d
,
R
o
a
d
n
e
s
t
t
o
Z
o
n
d
i
S
t
o
r
e
-
N
e
w
R
o
a
d
I
m
b
a
l
i
U
n
i
t
1
3
C
o
n
s
t
r
u
c
t
a
n
e
w
r
o
a
d
-
0
.
9
k
m
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
7
4
0
0
3
,
2
0
0
,
0
0
0
0
0
M
I
G
1
7
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
C
a
l
u
z
a
T
/
s
h
i
p
R
o
a
d
s
E
D
E
N
D
A
L
E
-
W
A
R
D
2
0
-
8
,
7
k
m
U
p
g
r
a
d
i
n
g
o
f
0
.
9
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
7
5
0
0
1
,
4
0
0
,
0
0
0
0
0
M
I
G
2
0
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
M
B
A
N
-
J
W
A
R
D
-
2
,
0
k
m
U
p
g
r
a
d
i
n
g
o
f
2
.
0
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
R
N
M
P
2
7
6
0
0
1
,
5
0
0
,
0
0
0
0
0
M
I
G
2
0
171
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
H
A
R
E
-
W
O
O
D
R
D
-
2
,
0
k
m
U
p
g
r
a
d
i
n
g
o
f
2
.
0
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
e
R
N
M
P
2
7
7
0
0
2
5
0
,
0
0
0
2
,
3
2
5
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
2
0
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
2
2
-
8
,
4
k
m
N
a
t
s
h
i
R
d
,
H
a
d
e
b
e
R
d
,
D
i
p
i
n
i
R
d
,
T
h
u
l
a
R
d
,
H
l
e
n
g
w
a
R
d
,
B
h
u
l
a
R
d
,
M
t
h
e
t
h
o
m
u
s
h
a
R
d
,
M
a
v
i
m
b
e
l
a
R
d
,
T
h
u
s
i
R
d
,
B
u
d
i
R
d
,
(
C
o
n
s
t
r
.
M
t
h
e
t
h
o
m
u
s
h
a
R
d
i
n
2
0
1
1
/
1
2
)
U
p
g
r
a
d
i
n
g
o
f
M
t
h
e
t
h
o
m
u
s
h
a
R
o
a
d
-
0
.
7
k
m
f
r
o
m
g
r
a
v
e
l
t
o
a
b
l
a
c
k
b
a
s
e
t
o
p
R
N
M
P
2
7
8
0
9
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
0
0
,
0
0
0
M
I
G
2
2
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
E
D
E
N
D
A
L
E
-
W
A
R
D
2
3
-
A
S
H
D
O
W
N
-
5
,
0
k
m
-
B
H
E
K
U
Z
U
L
U
,
G
C
A
L
E
K
A
R
D
S
U
p
g
r
a
d
e
B
h
e
k
u
-
z
u
l
&
G
c
a
l
e
k
a
r
o
a
d
s
f
r
o
m
g
r
a
v
e
l
r
o
a
d
s
t
o
a
n
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
-
1
.
0
k
m
R
N
M
P
2
7
9
1
,
5
0
0
,
0
0
0
0
0
0
0
M
I
G
2
3
I
n
t
e
r
n
a
l
G
r
a
v
e
l
r
o
a
d
B
A
C
K
L
O
G
T
O
N
E
W
R
D
S
&
S
/
W
&
U
P
G
R
A
D
E
O
F
E
X
I
S
T
-
I
N
G
S
U
B
S
T
A
N
D
A
R
D
L
O
W
-
C
O
S
T
H
O
U
S
I
N
G
-
H
A
N
I
V
I
L
L
E
U
p
g
r
a
d
e
6
.
0
k
m
o
f
H
a
n
n
i
v
i
l
l
e
i
n
t
e
r
n
a
l
g
r
a
v
e
l
r
o
a
d
s
i
n
t
o
b
l
a
c
k
b
a
s
e
t
o
p
i
n
p
h
a
s
e
s
R
N
M
P
2
8
0
0
2
,
0
0
0
,
0
0
0
1
2
0
,
0
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
2
9
R
o
a
d
s
-
A
s
s
e
t
M
a
n
-
a
g
e
m
e
t
n
P
l
a
n
(
A
M
P
)
-
D
e
v
e
l
o
p
e
d
i
n
2
0
0
7
-
m
u
s
t
b
e
u
p
d
a
t
e
d
e
v
e
r
y
5
y
e
a
r
s
R
O
A
D
R
E
S
U
R
F
A
C
I
N
G
-
P
M
S
-
P
r
o
j
e
c
t
s
t
o
b
e
a
d
v
i
s
e
d
a
n
d
p
r
i
o
r
i
-
t
i
s
e
d
a
c
c
o
r
d
i
n
g
t
o
t
h
e
r
e
s
u
l
t
s
o
f
t
h
e
R
o
a
d
s
C
o
n
d
i
t
i
o
n
A
s
s
e
s
s
m
e
n
t
.
T
o
u
p
d
a
t
e
t
h
e
R
o
a
d
s
A
s
s
e
t
M
a
n
-
a
g
e
m
e
n
t
P
l
a
n
R
N
M
P
2
8
1
0
1
,
0
0
0
,
0
0
0
0
0
0
C
N
L
V
A
R
I
O
U
S
U
n
k
n
o
w
n
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
M
S
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
r
o
a
d
s
a
s
p
e
r
a
p
-
p
r
o
v
e
d
p
l
a
n
R
N
M
P
2
8
2
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
T
H
E
M
B
A
L
I
H
L
E
-
T
A
M
B
O
-
V
I
L
L
E
C
U
L
V
E
R
T
A
N
D
L
I
N
K
R
O
A
D
R
N
M
P
2
8
3
3
9
4
5
0
0
T
o
b
e
a
d
v
i
s
e
d
U
p
g
r
a
d
e
K
w
a
N
y
a
m
a
z
a
n
e
R
o
a
d
s
R
N
M
P
2
8
4
5
0
0
,
0
0
0
T
o
b
e
a
d
v
i
s
e
d
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
-
B
U
S
R
O
U
T
E
7
8
-
S
L
A
N
G
S
P
R
U
I
T
C
o
n
s
t
r
u
c
t
1
.
1
k
m
o
f
r
o
a
d
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
5
0
0
3
,
0
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
0
M
I
G
1
3
G
r
a
v
e
l
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
T
H
R
O
U
G
H
B
I
S
L
E
Y
G
A
M
E
R
E
S
E
R
V
E
-
A
L
M
O
N
D
B
A
N
K
S
D
E
V
E
L
O
P
M
E
N
T
-
R
O
A
D
.
T
o
u
p
g
r
a
d
e
1
.
2
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
6
0
0
0
0
0
M
I
G
3
6
G
r
a
v
e
l
R
o
a
d
U
P
G
R
A
D
I
N
G
O
F
G
R
A
V
E
L
R
O
A
D
S
T
H
R
O
U
G
H
B
I
S
L
E
Y
G
A
M
E
R
E
S
E
R
V
E
-
A
L
M
O
N
D
B
A
N
K
S
D
E
V
E
L
O
P
M
E
N
T
-
R
O
A
D
.
T
o
u
p
g
r
a
d
e
1
.
2
k
m
o
f
g
r
a
v
e
l
r
o
a
d
i
n
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
R
N
M
P
2
8
7
8
7
5
,
0
0
0
0
0
0
0
D
E
V
C
O
N
T
R
3
6
U
p
g
r
a
d
i
n
g
o
f
P
1
2
0
-
M
a
i
n
R
o
a
d
t
h
r
o
u
g
h
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
R
N
M
P
2
8
8
2
,
0
0
0
,
0
0
0
0
C
N
L
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
R
N
M
P
2
8
9
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
2
,
0
0
0
,
0
0
0
C
N
L
172
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
D
i
r
t
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
R
O
A
D
S
-
E
A
S
T
W
O
O
D
-
L
I
N
K
R
O
A
D
B
E
T
W
E
E
N
T
H
E
M
B
A
L
I
H
L
E
&
T
A
M
B
O
V
I
L
L
E
U
p
g
r
a
d
e
0
.
6
k
m
o
f
d
i
r
t
r
o
a
d
t
o
a
s
u
r
f
a
c
e
d
r
o
a
d
,
i
n
c
l
u
d
i
n
g
b
r
i
d
g
e
R
N
M
P
2
9
0
0
0
3
,
5
0
0
,
0
0
0
0
0
C
N
L
3
4
G
r
a
v
e
l
r
o
a
d
R
E
C
O
N
S
T
R
U
C
T
I
O
N
O
F
R
O
A
D
S
-
L
E
S
T
E
R
B
R
O
W
N
L
I
N
K
R
D
.
U
p
g
r
a
d
i
n
g
o
f
1
.
3
2
k
m
g
r
a
v
e
l
r
o
a
d
t
o
a
n
i
n
d
u
s
t
r
i
a
l
s
u
r
f
a
c
e
s
t
a
n
d
a
r
d
R
N
M
P
2
9
1
0
0
0
0
0
O
W
N
E
R
C
O
N
T
R
3
6
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
C
O
P
E
S
-
V
I
L
L
E
D
R
I
V
E
T
o
p
r
o
v
i
d
e
0
.
5
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
2
0
0
0
0
0
M
I
G
2
9
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
S
O
B
A
N
T
U
T
o
p
r
o
v
i
d
e
1
.
0
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
3
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
M
I
G
3
5
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
C
E
N
T
R
A
L
A
R
E
A
S
T
o
p
r
o
v
i
d
e
3
.
1
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
4
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
N
O
R
T
H
-
E
R
N
A
R
E
A
S
(
W
O
O
D
L
A
N
D
S
,
N
O
R
T
H
D
A
L
E
,
E
T
C
)
T
o
p
r
o
v
i
d
e
3
.
0
k
m
o
f
s
u
r
f
a
c
e
d
f
o
o
t
p
a
t
h
s
R
N
M
P
2
9
5
0
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
F
o
o
t
p
a
t
h
s
N
E
W
F
O
O
T
P
A
T
H
S
,
K
E
R
B
I
N
G
&
C
H
A
N
N
E
L
I
N
G
-
G
R
E
A
T
E
R
E
D
E
N
D
A
L
E
T
o
p
r
o
v
i
d
e
1
0
k
m
f
o
o
t
p
a
t
h
s
i
n
t
h
e
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
,
I
m
b
a
l
i
,
e
t
c
.
a
r
e
a
s
p
e
r
N
M
T
P
l
a
n
R
N
M
P
2
9
6
0
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
V
A
R
I
O
U
S
P
e
d
e
s
t
r
i
a
n
F
o
o
t
-
b
r
i
d
g
e
s
P
E
D
E
S
T
R
I
A
N
F
O
O
T
B
R
I
D
G
E
S
&
S
E
W
E
R
P
I
P
E
C
R
O
S
S
I
N
G
-
C
A
L
U
Z
A
N
e
w
f
o
o
t
b
r
i
d
g
e
a
n
d
s
e
w
e
r
p
i
p
e
s
u
p
p
o
r
t
i
n
C
a
l
u
z
a
R
N
M
P
2
9
7
0
0
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
0
C
N
L
U
p
g
r
a
d
e
S
t
a
t
i
o
n
R
o
a
d
B
r
i
d
g
e
-
E
I
A
&
D
e
s
i
g
n
U
p
d
a
t
e
R
N
M
P
2
9
8
2
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
I
n
a
d
e
q
u
a
t
e
s
t
o
r
m
w
a
-
t
e
r
d
r
a
i
n
a
g
e
s
y
s
t
e
m
U
P
G
R
A
D
E
S
T
O
R
M
W
A
T
E
R
D
R
A
I
N
A
G
E
A
L
O
N
G
D
A
M
-
B
U
Z
A
R
O
A
D
I
N
C
L
.
C
H
A
N
E
L
T
H
E
S
H
O
P
S
-
E
S
T
E
Z
I
U
p
g
r
a
d
e
s
t
o
r
m
-
w
a
t
e
r
d
r
a
i
n
a
g
e
s
y
s
t
e
m
i
n
D
a
m
-
b
u
z
a
R
o
a
d
R
N
M
P
2
9
9
0
1
5
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
o
f
C
B
D
o
w
n
e
s
R
o
a
d
R
N
M
P
3
0
0
5
0
0
,
0
0
0
P
o
o
r
q
u
a
l
i
t
y
a
n
d
d
i
s
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
y
s
t
e
m
a
n
d
f
a
c
i
l
i
t
i
e
s
I
N
T
E
G
R
A
T
E
D
R
A
P
I
D
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
N
E
T
W
O
R
K
(
I
R
P
T
N
)
P
L
A
N
N
I
N
G
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
o
p
e
r
a
t
i
o
n
a
l
n
e
t
-
w
o
r
k
p
l
a
n
R
N
M
P
3
0
1
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
3
5
,
0
0
0
,
0
0
0
5
0
,
0
0
0
0
D
O
T
A
L
L
S
u
r
f
a
c
e
d
r
o
a
d
U
P
G
R
A
D
I
N
G
O
F
N
E
W
E
N
G
-
L
A
N
D
R
O
A
D
P
H
A
S
E
2
T
o
w
i
d
e
n
1
.
5
k
m
o
f
N
e
w
E
n
g
l
a
n
d
R
o
a
d
t
o
a
c
h
i
e
v
e
2
l
a
n
e
s
i
n
b
o
t
h
d
i
r
e
c
t
i
o
n
s
f
r
o
m
R
i
d
g
e
t
o
B
o
s
h
o
f
f
R
o
a
d
R
N
M
P
3
0
2
9
,
4
0
0
,
0
0
0
0
0
0
0
C
O
G
T
A
3
3
173
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
l
a
n
n
e
d
m
a
i
n
t
e
-
n
a
n
c
e
w
i
t
h
r
e
g
a
r
d
t
o
r
o
a
d
s
I
n
e
f
f
e
c
t
i
v
e
p
l
a
n
i
n
p
l
a
c
e
P
r
e
p
a
r
e
a
p
l
a
n
n
e
d
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
r
o
a
d
s
.
S
p
o
r
a
d
i
c
m
a
i
n
-
t
a
i
n
e
n
c
e
v
o
l
u
m
e
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
r
e
p
o
r
t
e
d
A
p
l
a
n
n
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
r
o
a
d
s
d
a
s
e
d
o
n
5
%
r
e
d
u
c
t
i
o
n
o
f
m
a
i
n
t
a
i
n
e
n
c
e
b
a
c
k
l
o
g
s
R
N
M
P
3
0
3
0
0
5
0
0
0
0
0
0
0
5
5
0
0
0
0
0
0
6
0
0
0
0
0
0
0
C
N
L
V
a
r
i
o
u
s
U
p
g
r
a
d
e
N
3
/
C
h
o
t
a
M
o
t
a
l
a
I
n
t
e
r
-
c
h
a
n
g
e
R
N
M
P
3
0
4
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
R
N
M
P
3
0
5
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
P
O
T
H
O
L
E
R
E
-
P
A
I
R
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
3
0
/
D
A
Y
9
9
0
K
M
R
N
M
P
3
0
6
0
\
2
,
2
3
0
,
1
5
0
2
,
3
4
1
,
6
5
0
2
,
4
5
8
,
7
4
0
2
5
,
8
1
6
,
7
4
0
V
E
R
G
E
I
N
F
R
A
-
S
T
R
U
C
T
U
R
E
R
E
P
A
I
R
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
2
0
/
M
N
T
H
R
N
M
P
3
0
7
0
0
1
,
1
9
1
,
1
1
0
1
,
2
5
0
,
6
6
0
1
,
3
1
3
,
2
0
0
1
,
3
7
8
,
8
6
0
S
T
R
E
A
M
O
V
E
R
-
G
R
O
W
T
H
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
1
0
0
m
/
M
N
T
H
R
N
M
P
3
0
8
0
0
3
,
8
3
1
,
9
8
0
4
,
0
2
3
,
5
7
0
4
,
2
2
4
,
7
5
0
4
,
4
3
5
,
9
9
0
C
L
E
A
R
I
N
G
C
A
T
C
H
P
I
T
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
5
/
D
A
Y
R
N
M
P
3
0
9
0
R
A
I
L
W
A
Y
S
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
O
n
a
n
e
e
d
b
a
s
i
s
R
N
M
P
3
1
0
0
0
1
,
1
0
5
,
9
0
0
1
,
1
6
1
,
2
0
0
1
,
2
1
9
,
2
6
0
1
,
2
8
0
,
2
2
0
G
R
A
V
E
L
R
O
A
D
S
M
A
I
N
T
E
N
A
N
C
E
1
/
7
/
2
0
1
1
-
3
0
/
6
/
2
0
1
2
+
-
3
K
M
/
D
A
Y
3
7
5
K
M
R
N
M
P
3
1
1
0
0
1
2
,
3
7
4
,
0
0
0
1
,
2
9
9
,
2
7
0
1
,
3
6
4
,
2
3
0
1
,
4
3
2
,
4
4
0
P
l
a
n
n
e
w
r
o
a
d
s
N
o
n
e
P
r
e
p
a
r
e
a
n
e
w
p
r
o
j
e
c
t
p
l
a
n
f
o
r
r
o
a
d
s
A
p
r
e
p
a
r
e
d
n
e
w
p
r
o
j
e
c
t
p
l
a
n
f
o
r
r
o
a
d
s
.
(
R
1
2
m
i
l
l
/
y
e
a
r
o
v
e
r
t
h
e
n
e
x
t
1
0
y
e
a
r
s
)
R
N
M
P
3
1
2
0
0
1
2
0
0
0
0
0
0
1
2
0
0
0
0
0
0
1
2
0
0
0
0
0
0
C
N
L
&
C
O
G
T
A
V
a
r
i
o
u
s
R
e
-
a
l
i
g
n
e
d
4
w
a
y
i
n
t
e
r
s
e
c
t
i
o
n
M
i
s
-
a
l
i
g
n
e
d
I
n
t
e
r
s
e
c
-
t
i
o
n
r
e
s
u
l
t
i
n
g
t
o
p
o
o
r
t
r
a
f
?
c
?
o
w
S
U
T
H
E
R
L
A
N
D
/
E
D
E
N
D
A
L
E
R
D
I
N
T
E
R
S
E
C
T
I
O
N
R
E
-
A
L
I
G
N
M
E
N
T
A
l
i
g
n
i
n
t
e
r
s
e
c
t
i
o
n
t
o
i
m
p
r
o
v
e
t
r
a
f
?
c
?
o
w
R
N
M
P
3
1
3
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
1
6
C
o
m
p
l
e
t
e
b
a
s
i
c
p
l
a
n
n
i
n
g
t
o
?
x
r
o
u
t
e
l
o
c
a
t
i
o
n
f
o
r
f
u
t
u
r
e
r
o
a
d
n
e
t
w
o
r
k
e
x
p
a
n
-
s
i
o
n
b
y
J
u
n
e
2
0
1
2
U
n
c
o
n
?
r
m
e
d
r
o
u
t
e
B
E
L
L
E
V
U
E
D
I
S
T
R
I
B
U
T
O
R
C
o
n
?
r
m
a
n
d
r
e
s
e
r
v
e
r
o
u
t
e
l
o
c
a
t
i
o
n
f
o
r
f
u
t
u
r
e
r
o
a
d
n
e
t
w
o
r
k
R
N
M
P
3
1
4
0
0
3
0
0
,
0
0
0
0
0
C
N
L
3
6
C
o
n
s
t
r
u
c
t
2
.
0
k
m
l
i
n
k
r
o
a
d
b
y
D
e
c
e
m
-
b
e
r
2
0
1
2
L
o
n
g
t
r
a
v
e
l
t
i
m
e
b
e
t
w
e
e
n
O
t
t
o
s
B
l
u
f
f
a
n
d
W
a
r
d
2
5
O
T
T
O
S
B
L
U
F
F
C
O
N
N
O
R
R
D
L
I
N
K
P
r
o
v
i
d
e
a
l
i
n
k
r
o
a
d
R
N
M
P
3
1
5
0
0
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
0
C
N
L
&
C
O
G
T
A
2
5
&
2
8
C
o
n
s
t
u
c
t
a
n
e
w
0
.
5
k
m
r
o
a
d
,
o
n
?
l
l
m
a
t
e
r
i
a
l
,
t
o
a
s
p
h
a
l
t
s
u
r
f
a
c
i
n
g
b
y
D
e
c
e
m
-
b
e
r
2
0
1
2
C
o
n
s
t
r
u
c
t
S
t
r
e
e
t
e
x
t
e
n
s
i
o
n
-
0
.
5
k
m
B
U
R
G
E
R
S
T
R
E
E
T
E
X
T
E
N
-
S
I
O
N
-
0
.
5
K
M
C
o
n
s
t
r
u
c
t
a
0
.
5
k
m
n
e
w
r
o
a
d
o
n
a
?
l
l
m
a
t
e
r
i
a
l
t
o
a
n
a
s
p
h
a
l
t
?
n
i
s
h
i
n
g
R
N
M
P
3
1
6
0
0
1
2
,
0
0
0
,
0
0
0
0
0
C
N
L
&
C
O
G
T
A
2
7
R
o
a
d
S
a
f
e
t
y
T
r
a
f
?
c
c
a
l
m
i
n
g
m
e
a
-
s
u
r
e
s
c
o
n
s
t
r
u
c
t
e
d
S
p
e
e
d
i
n
g
V
e
h
i
c
l
e
s
T
R
A
F
F
I
C
C
A
L
M
I
N
G
P
r
o
v
i
d
e
T
r
a
f
?
c
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
t
o
c
u
r
b
R
N
M
P
3
1
7
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
0
0
C
N
L
A
L
L
T
r
a
f
?
c
s
i
g
n
a
l
s
P
o
o
r
t
r
a
f
?
c
?
o
w
I
N
T
E
R
S
E
C
T
I
O
N
C
O
N
T
R
O
L
S
:
T
R
A
F
F
I
C
S
I
G
N
A
L
S
U
p
g
r
a
d
e
a
n
d
i
n
s
t
a
l
l
n
e
w
t
r
a
f
?
c
s
i
g
n
a
l
s
t
o
i
m
p
r
o
v
e
t
r
a
f
?
c
?
o
w
R
N
M
P
3
1
8
3
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
0
C
N
L
V
A
R
I
O
U
S
174
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
a
f
e
p
e
d
e
s
t
r
i
a
n
c
r
o
s
s
i
n
g
f
a
c
i
l
i
t
i
e
s
P
o
o
r
P
e
d
e
s
t
r
i
a
n
s
a
f
e
t
y
H
O
L
I
S
T
I
C
P
E
D
E
S
T
R
I
A
N
S
A
F
E
T
Y
I
N
T
E
R
V
E
N
T
I
O
N
I
N
C
H
U
R
C
H
/
C
O
M
M
E
R
C
I
A
L
S
T
R
E
E
T
S
I
N
T
E
R
S
E
C
T
I
O
N
P
r
o
v
i
d
e
s
a
f
e
p
e
-
d
e
s
t
r
i
a
n
c
r
o
s
s
i
n
g
f
a
c
i
l
i
t
i
e
s
R
N
M
P
3
1
9
0
0
3
0
0
,
0
0
0
5
0
0
,
0
0
0
0
C
N
L
2
7
u
p
d
a
t
e
d
t
r
a
f
?
c
c
o
u
n
t
s
d
a
t
a
b
a
s
e
O
u
t
d
a
t
e
d
t
r
a
f
?
c
c
o
u
n
t
s
f
o
r
p
l
a
n
n
i
n
g
T
R
A
F
F
I
C
C
O
U
N
T
S
D
A
T
A
-
B
A
S
E
c
o
n
d
u
c
t
t
r
a
f
?
c
c
o
u
n
t
s
t
o
h
a
v
e
a
c
c
u
r
a
t
e
t
r
a
f
?
c
s
t
a
t
i
s
t
i
c
s
f
o
r
p
l
a
n
-
n
i
n
g
R
N
M
P
3
2
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
C
N
L
/
D
O
T
V
A
R
I
O
U
S
P
u
b
l
i
c
T
r
a
n
s
p
o
r
t
P
r
o
v
i
d
e
h
o
l
d
i
n
g
a
r
e
a
t
o
a
l
l
e
v
i
a
t
e
c
o
n
g
e
s
t
i
o
n
C
o
n
g
e
s
t
i
o
n
a
t
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
f
a
c
i
l
i
t
e
s
a
m
d
C
B
D
s
t
r
e
e
t
s
B
R
O
O
K
S
I
D
E
H
O
L
D
I
N
G
A
R
E
A
P
r
o
v
i
d
e
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
h
o
l
d
i
n
g
a
r
e
a
R
N
M
P
3
2
1
0
2
,
0
0
0
,
0
0
0
0
0
C
N
L
/
D
O
T
3
3
L
a
y
b
y
s
f
o
r
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
t
o
p
p
i
n
g
o
f
f
t
h
e
r
o
a
d
L
a
c
k
o
f
p
u
b
l
i
c
t
r
a
n
s
-
p
o
r
t
s
t
o
p
p
i
n
g
a
r
e
a
s
o
f
f
t
h
e
r
o
a
d
s
L
A
Y
B
Y
S
P
r
o
v
i
d
e
l
a
y
b
y
s
R
N
M
P
3
2
2
0
0
3
0
0
,
0
0
0
2
0
0
,
0
0
0
0
C
N
L
A
L
L
S
t
r
a
t
e
y
t
o
r
e
g
u
l
a
t
e
m
e
t
e
r
t
a
x
i
o
p
e
r
a
-
t
i
o
n
s
I
l
l
e
g
a
l
o
p
e
r
a
t
i
o
n
s
a
n
d
p
a
r
k
i
n
g
o
f
m
e
t
e
r
t
a
x
i
s
i
n
t
h
e
C
B
D
M
E
T
E
R
T
A
X
I
S
T
U
D
Y
R
e
g
u
l
a
t
i
o
n
o
f
M
e
t
e
r
t
a
x
i
s
R
N
M
P
3
2
3
0
0
5
0
0
,
0
0
0
0
0
C
N
L
/
D
O
T
A
L
L
2
5
B
u
s
s
t
o
p
s
h
e
l
t
e
r
s
c
o
n
s
t
r
u
c
t
e
d
L
a
c
k
o
f
s
h
e
l
t
e
r
f
o
r
c
o
m
m
u
t
e
r
s
f
r
o
m
a
d
v
e
r
s
e
w
e
a
t
h
e
r
B
U
S
S
H
E
L
T
E
R
S
P
r
o
v
i
d
e
±
2
5
b
u
s
s
t
o
p
s
h
e
l
t
e
r
s
p
e
r
y
e
a
r
R
N
M
P
3
2
4
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
D
O
T
V
A
R
I
O
U
S
U
p
g
r
a
d
e
f
a
c
i
l
i
t
i
e
s
w
i
t
h
s
h
e
l
t
e
r
,
a
b
l
u
-
t
i
o
n
f
a
c
i
l
i
t
i
e
s
a
n
d
o
t
h
e
r
a
m
e
n
i
t
i
e
s
f
o
r
u
s
e
r
s
P
o
o
r
c
o
n
d
i
t
i
o
n
s
o
f
f
a
c
i
l
i
t
i
e
s
a
n
d
l
a
c
k
o
f
s
h
e
l
t
e
r
a
n
d
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
U
P
G
R
A
D
I
N
G
O
F
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
F
A
C
I
L
I
T
I
E
S
I
N
T
H
E
C
B
D
A
R
E
A
U
p
g
r
a
d
e
t
h
e
f
a
-
c
i
l
i
t
i
e
s
t
o
i
m
p
r
o
v
e
c
o
n
d
i
t
i
o
n
s
R
N
M
P
3
2
5
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
A
L
L
O
p
e
r
a
t
i
o
n
a
l
N
e
t
-
w
o
r
k
P
l
a
n
f
o
r
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
n
e
t
w
o
r
k
.
P
o
o
r
q
u
a
l
i
t
y
a
n
d
d
i
s
i
n
t
e
g
r
a
t
e
d
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
s
y
s
t
e
m
a
n
d
f
a
c
i
l
i
t
e
s
I
N
T
E
G
R
A
T
E
D
R
A
P
I
D
P
U
B
L
I
C
T
R
A
N
S
P
O
R
T
N
E
T
W
O
R
K
(
I
R
P
T
N
)
P
L
A
N
N
I
N
G
D
e
v
e
l
o
p
a
n
c
o
m
p
r
e
h
e
n
s
i
v
e
o
p
e
r
a
t
i
o
n
a
l
n
e
t
-
w
o
r
k
p
l
a
n
R
N
M
P
3
2
6
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
0
5
0
,
0
0
0
0
D
O
T
A
L
L
G
r
a
v
e
l
R
o
a
d
s
T
o
o
m
a
n
y
D
e
t
e
r
m
i
n
e
t
h
e
b
a
c
k
l
o
g
o
f
g
r
a
v
e
l
r
o
a
d
s
t
o
b
e
u
p
g
r
a
d
e
d
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
t
o
r
e
d
u
c
e
n
u
m
b
e
r
o
f
g
r
a
v
e
l
r
o
a
d
s
.
B
a
c
k
l
o
g
i
s
e
s
t
i
m
a
t
e
d
t
o
b
e
9
1
2
k
m
b
u
t
i
n
c
r
e
a
s
i
n
g
y
e
a
r
l
y
.
A
p
r
e
p
a
r
e
d
p
l
a
n
t
o
r
e
d
u
c
e
n
u
m
b
e
r
o
f
g
r
a
v
e
l
r
o
a
d
s
.
T
o
r
e
d
u
c
e
t
h
i
s
b
a
c
k
l
o
g
a
n
a
m
o
u
n
t
o
f
(
R
3
,
6
m
i
l
l
/
k
m
x
9
1
2
k
m
)
=
R
3
,
2
8
b
i
l
l
i
s
r
e
q
u
i
r
e
d
.
T
h
i
s
t
r
a
n
s
l
a
t
e
s
t
o
R
1
0
9
,
4
m
i
l
l
/
y
e
a
r
o
v
e
r
3
0
y
e
a
r
h
o
r
i
z
o
n
.
R
N
M
P
3
2
7
0
0
1
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
M
I
G
C
N
L
O
T
H
E
R
V
a
r
i
o
u
s
R
o
a
d
C
a
l
m
i
n
g
E
s
t
a
b
l
i
s
h
a
r
e
a
s
r
e
q
u
i
r
i
n
g
r
o
a
d
c
a
l
m
i
n
g
a
n
d
p
r
e
p
a
r
e
a
p
l
a
n
t
o
i
n
t
r
o
d
u
c
e
r
o
a
d
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
a
t
h
o
t
s
p
o
t
s
E
s
t
a
b
l
i
s
h
e
d
a
r
e
a
s
r
e
q
u
i
r
i
n
g
r
o
a
d
c
a
l
m
i
n
g
a
n
d
p
r
e
p
a
r
e
d
p
l
a
n
t
o
i
n
t
r
o
d
u
c
e
r
o
a
d
c
a
l
m
i
n
g
m
e
a
s
u
r
e
s
a
t
h
o
t
s
p
o
t
s
R
N
M
P
3
2
8
0
0
1
5
0
0
0
0
0
1
5
0
0
0
0
0
1
5
0
0
0
0
0
C
N
L
V
a
r
i
o
u
s
175
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
u
b
l
i
c
W
o
r
k
s
B
u
i
l
d
-
i
n
g
M
a
i
n
t
e
n
a
n
c
e
U
n
k
n
o
w
n
E
s
t
a
b
l
i
s
h
r
e
q
u
e
s
t
r
e
g
i
s
t
r
y
E
s
t
a
b
l
i
s
h
r
e
q
u
e
s
t
r
e
g
i
s
t
r
y
t
o
b
e
c
o
m
p
l
e
t
e
d
w
i
t
h
i
n
2
m
o
n
t
h
s
f
r
o
m
d
a
t
e
o
f
S
C
M
a
p
-
p
r
o
v
a
l
R
N
M
P
3
2
9
0
0
0V
a
r
i
o
u
s
B
U
0V
a
r
i
o
u
s
B
U
0V
a
r
i
o
u
s
B
U
C
N
L
N
/
A
B
u
i
l
d
i
n
g
M
a
i
n
t
e
-
n
a
n
c
e
P
l
a
n
U
n
k
n
o
w
n
D
E
V
E
L
O
P
M
E
N
T
O
F
B
U
I
L
D
-
I
N
G
M
A
I
N
T
E
N
A
N
C
E
P
L
A
N
C
o
m
p
l
e
t
e
d
a
n
d
i
n
f
o
r
m
e
d
B
u
i
l
d
-
i
n
g
M
a
i
n
t
e
a
n
c
e
P
l
a
n
R
N
M
P
3
3
0
0
0
5
0
,
0
0
0
0
0
C
N
L
V
A
R
I
O
U
S
A
p
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
f
o
r
b
u
i
l
d
i
n
g
s
b
a
s
e
d
o
n
5
%
r
e
d
u
c
t
i
o
n
o
f
m
a
i
n
t
e
n
a
n
c
e
b
a
c
k
l
o
g
s
I
n
e
f
f
e
c
t
i
v
e
P
l
a
n
i
n
p
l
a
c
e
E
F
F
E
C
T
I
V
E
M
A
N
A
G
E
M
E
N
T
O
F
C
O
U
N
C
I
L
O
W
N
E
D
F
A
-
C
I
L
I
T
I
E
S
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
p
l
a
n
n
e
d
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
s
f
o
r
b
u
i
l
d
i
n
g
s
R
N
M
P
3
3
1
0
0
1
9
,
3
4
1
,
2
0
0
1
9
,
4
9
7
,
0
0
0
2
2
,
2
8
5
,
5
3
0
C
N
L
V
A
R
I
O
U
S
E
s
t
a
b
l
i
s
h
m
e
t
n
o
f
e
f
f
e
c
t
i
v
e
b
u
i
l
d
-
i
n
g
s
m
a
i
n
t
e
n
a
n
c
e
s
y
s
t
e
m
s
N
o
n
e
E
F
F
E
C
T
I
V
E
M
A
N
A
G
E
M
E
N
T
O
F
C
O
U
N
C
I
L
O
W
N
E
D
F
A
-
C
I
L
I
T
I
E
S
E
s
t
a
b
l
i
s
h
m
e
n
t
o
f
e
f
f
e
c
t
i
v
e
b
u
i
l
d
-
i
n
g
s
m
a
i
n
t
e
n
a
n
c
s
y
s
t
e
m
s
R
N
M
P
3
3
2
0
0
4
0
,
0
0
0
4
0
,
0
0
0
4
0
,
0
0
0
C
N
L
V
A
R
I
O
U
S
T
r
a
n
s
p
o
r
t
a
t
i
o
n
P
l
a
n
n
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
e
a
c
o
m
p
r
e
h
e
n
s
i
v
e
t
r
a
n
s
-
p
o
r
t
p
l
a
n
A
p
r
e
p
a
r
e
d
c
o
m
p
r
e
h
e
n
s
i
v
e
t
r
a
n
s
p
o
r
t
p
l
a
n
R
N
M
P
3
3
3
0
0
5
0
0
0
0
0
0
0
C
N
L
&
D
O
T
V
a
r
i
o
u
s
U
n
k
n
o
w
n
C
O
M
P
R
E
H
E
N
S
I
V
E
I
N
T
E
-
G
R
A
T
E
D
T
R
A
N
S
P
O
R
T
P
L
A
N
(
C
I
T
P
)
U
P
D
A
T
E
P
r
e
p
a
r
e
a
c
o
m
p
r
e
-
h
e
n
s
i
v
e
t
r
a
n
s
p
o
r
t
p
l
a
n
R
N
M
P
3
3
4
0
0
3
0
0
0
0
1
5
0
0
0
0
0
D
O
T
V
A
R
I
O
U
S
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
R
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
-
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
s
R
N
M
P
3
3
5
0
0
3
5
0
0
0
0
3
5
0
0
0
0
3
5
0
0
0
0
C
N
L
N
o
n
e
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
R
N
M
P
3
3
6
0
0
0
0
0
V
a
r
i
o
u
s
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
-
v
i
c
e
d
e
l
i
v
e
r
y
R
N
M
P
3
3
7
0
0
0
0
0
V
a
r
i
o
u
s
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
R
N
M
P
3
3
8
0
0
0
0
0
N
/
A
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
f
o
r
c
o
m
-
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
-
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
R
N
M
P
3
3
9
0
0
0
0
0
N
/
A
A
s
s
e
t
C
o
n
t
r
o
l
U
n
k
n
o
w
n
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
U
n
i
t
’
s
i
m
m
o
v
-
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
R
N
M
P
3
4
0
0
0
0
0
N
/
A
T
O
T
A
L
1
2
6
,
1
7
5
,
0
0
0
1
7
9
,
0
3
5
,
6
0
0
4
7
4
,
8
9
4
,
3
4
0
3
0
4
,
8
3
8
,
3
5
0
2
7
2
,
3
5
5
,
7
1
0
176
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.8 HOUSING
14.8.1 Backlogs
The backlogs are as shown in 15.3.3 above.
14.8.2 Institutional Arrangement
Housing delivery is the responsibility of the Department of Housing (DoH). The Municipality assists as an
implementing agent or contractor on behalf of the DoH. Currently the Housing Sub-Unit is responsible for
housing delivery and its objective is to become accredited by the DoH.
14.8.3 Human Resource Capacity
14.8.4 Financial Capacity
Low-income housing delivery is fully funded by the DoH, with the infrastructure component funded by
MIG.
14.8.5 Service Levels & Alternatives
The Road and Drainage Service Guidelines are as stipulated in the Section under roads:
i) Presently all low-cost housing being provided by the Government through Department of Housing
(DoH) funding is constrained by the level of subsidy per bene?ciary. In addition, the subsidy is used to
provide bulk services to the site as well as a top structure, and the size of the site is constrained as well.
ii) Msunduzi is aware that after the completion of construction of the houses, the bulk services such as
roads and water mains become the responsibility of Council, and hence sets high standards for these
services, in order to minimise operating costs to Council in the future.
iii) In respect of water, a Level 1 standard is not installed, but rather a Level 2 is insisted upon, vis. an
unmetered, ?xed quantity water delivery connection to each stand.
The reasons for this are:
· A communal standpipe is not acceptable either to the DoH or to Msunduzi, since most of
the roads being constructed are not “black topped” and the road drainage systems that can
be afforded by the subsidy would not be able to accept “grey water” runoff from communal
standpipes as well.
· The stand size (approx 200 m²) is not suitable for on site disposal of “grey” water from an
unlimited water supply connection, unless waterborne sanitation is to be installed.
iv) The ?xed quantity system allows 200 liters/day through the connection at full pressure before shutting
off until the next day.
v) The connection is unmetered because only the Free Basic Water limit of 6 000 liters/month is provided
through the connection and there is no need to measure it.
vi) In the case of Sanitation, a VIP is set as the minimal level of service, but consideration is given to a
higher level of service if there are any geological reasons why a VIP would not be the best option.
vii) For VIP’s, cognizance must be taken of the following points:
· The Bulk Sanitation Master plan of 2003/04 has determined that approximately 51% of all
households in what is referred to as Greater Edendale have a Level of Service of less than Level
1, that is either “nothing or an unventilated pit latrine”.
· In addition, most households in Vulindlela have a similar unacceptable level of service.
· It is estimated that approximately 30 500 VIP’s (Level 1) need to be built by 2010 if Msunduzi
is to meet the goals set out in the Strategic Framework document. This amounts to at least 5000
VIP’s being built annually at a total cost of R92 m.
177
Msunduzi Municipality Integrated Development Plan 2011 – 2016
v
i
i
i
)
C
o
n
s
e
r
v
a
n
c
y
t
a
n
k
s
a
r
e
n
e
v
e
r
c
o
n
s
i
d
e
r
e
d
a
s
a
n
o
p
t
i
o
n
,
a
n
d
n
e
i
t
h
e
r
a
r
e
s
e
p
t
i
c
t
a
n
k
s
d
u
e
t
o
t
h
e
l
i
m
i
t
e
d
s
p
a
c
e
f
o
r
s
o
a
k
a
w
a
y
s
o
n
t
h
e
s
i
t
e
.
i
x
)
T
h
u
s
,
i
f
a
V
I
P
i
s
n
o
t
a
n
o
p
t
i
o
n
f
r
o
m
a
g
e
o
l
o
g
i
c
a
l
p
o
i
n
t
o
f
v
i
e
w
,
t
h
e
o
p
t
i
o
n
o
f
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
i
s
c
o
n
s
i
d
e
r
e
d
(
L
e
v
e
l
3
s
e
r
v
i
c
e
l
e
v
e
l
)
.
O
b
v
i
o
u
s
l
y
t
h
i
s
o
p
t
i
o
n
i
s
o
n
l
y
p
o
s
s
i
b
l
e
i
f
s
u
i
t
a
b
l
e
a
d
j
o
i
n
i
n
g
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
i
s
a
v
a
i
l
a
b
l
e
f
o
r
c
o
n
n
e
c
t
i
o
n
.
x
)
M
s
u
n
d
u
z
i
a
l
s
o
c
o
n
s
i
d
e
r
s
a
L
e
v
e
l
3
S
a
n
i
t
a
t
i
o
n
s
e
r
v
i
c
e
l
e
v
e
l
i
f
t
h
e
h
o
u
s
i
n
g
d
e
v
e
l
o
p
m
e
n
t
i
s
a
n
“
i
n
?
l
l
”
o
n
e
a
n
d
s
u
r
r
o
u
n
d
i
n
g
h
o
u
s
i
n
g
i
s
a
l
r
e
a
d
y
o
n
w
a
t
e
r
b
o
r
n
e
s
a
n
i
t
a
t
i
o
n
.
I
n
t
h
e
s
e
i
n
s
t
a
n
c
e
s
,
a
L
e
v
e
l
3
w
a
t
e
r
s
e
r
v
i
c
e
l
e
v
e
l
i
s
a
l
s
o
i
n
s
t
a
l
l
e
d
(
M
e
t
e
r
e
d
f
u
l
l
p
r
e
s
s
u
r
e
c
o
n
n
e
c
t
i
o
n
)
.
1
4
.
8
.
6
.
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
T
h
e
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
i
s
r
e
s
p
o
n
s
i
b
l
e
f
o
r
e
n
s
u
r
i
n
g
t
h
a
t
i
t
s
r
e
s
i
d
e
n
t
s
a
r
e
h
o
u
s
e
d
i
n
d
e
c
e
n
t
a
c
c
o
m
m
o
d
a
t
i
o
n
a
n
d
t
h
e
D
e
p
a
r
t
m
e
n
t
o
f
H
o
u
s
i
n
g
i
s
t
h
e
a
u
t
h
o
r
i
t
y
r
e
s
p
o
n
s
i
b
l
e
f
o
r
r
o
l
l
i
n
g
o
u
t
o
f
h
o
u
s
i
n
g
t
o
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
h
a
s
s
i
n
c
e
e
s
t
a
b
l
i
s
h
e
d
M
s
u
n
d
u
z
i
H
o
u
s
i
n
g
A
s
s
o
c
i
a
t
i
o
n
,
a
S
e
c
t
i
o
n
2
1
c
o
m
p
a
n
y
t
o
r
o
l
l
-
o
u
t
s
o
c
i
a
l
h
o
u
s
i
n
g
f
o
r
r
e
s
i
d
e
n
t
s
i
n
M
s
u
n
d
u
z
i
a
r
e
a
.
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
c
u
r
r
e
n
t
l
y
p
l
a
y
i
n
g
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
a
g
e
n
t
r
o
l
e
f
o
r
t
h
e
D
e
p
a
r
t
m
e
n
t
o
f
H
o
u
s
i
n
g
a
n
d
i
s
b
u
i
l
d
i
n
g
c
a
p
a
c
i
t
y
t
o
b
e
a
c
c
r
e
d
i
t
e
d
f
o
r
h
o
u
s
i
n
g
d
e
l
i
v
e
r
y
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
H
O
U
S
I
N
G
A
N
D
H
U
M
A
N
S
E
T
T
L
E
M
E
N
T
D
E
V
E
L
O
P
M
E
N
T
M
A
N
A
G
E
M
E
N
T
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
n
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
c
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
a
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
8
.
S
u
s
t
a
i
n
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
a
n
d
i
m
p
r
o
v
e
d
q
u
a
l
i
t
y
o
f
h
o
u
s
e
h
o
l
d
l
i
f
e
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
:
[
N
O
.
8
]
-
D
e
v
e
l
o
p
s
p
a
t
i
a
l
p
l
a
n
s
t
o
e
n
s
u
r
e
n
e
w
h
o
u
s
i
n
g
d
e
v
e
l
o
p
m
e
n
t
s
a
r
e
i
n
l
i
n
e
w
i
t
h
n
a
t
i
o
n
a
l
p
o
l
i
c
y
o
n
i
n
t
e
g
r
a
t
e
d
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
8
]
-
1
.
A
c
c
e
l
e
r
a
t
e
h
o
u
s
i
n
g
d
e
l
i
v
e
r
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
8
]
-
I
n
c
r
e
a
s
e
h
o
u
s
i
n
g
u
n
i
t
s
b
u
i
l
t
f
r
o
m
2
2
0
0
0
0
t
o
6
0
0
0
0
0
a
y
e
a
r
S
e
c
t
o
r
P
l
a
n
:
I
n
t
e
g
r
a
t
e
d
H
o
u
s
i
n
g
D
e
l
i
v
e
r
y
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
H
o
u
s
i
n
g
P
r
o
j
e
c
t
s
U
n
d
e
r
s
p
e
n
d
i
n
g
o
f
f
u
n
d
s
P
r
e
p
a
r
e
h
o
u
s
i
n
g
p
r
o
j
e
c
t
p
l
a
n
.
I
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
H
o
u
s
i
n
g
P
r
o
j
e
c
t
s
a
s
p
e
r
a
p
p
r
o
v
e
d
p
l
a
n
a
n
d
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
P
l
a
n
n
e
d
d
e
v
e
l
o
p
-
m
e
n
t
H
S
D
M
1
1
0
0
0
0
0
0
A
l
l
W
a
r
d
s
N
o
r
t
h
E
a
s
t
S
e
c
t
o
r
(
S
e
r
-
v
i
c
e
s
)
N
e
w
P
r
o
j
e
c
t
H
S
D
M
1
1
1
0
1
0
,
0
0
0
,
0
0
0
0
0
0
M
I
G
W
a
r
d
3
4
A
l
l
o
c
a
t
i
o
n
o
f
H
o
u
s
e
s
U
n
k
n
o
w
n
T
r
a
n
s
f
e
r
2
0
0
0
p
r
o
p
e
r
t
i
e
s
t
o
a
p
-
p
r
o
v
e
d
b
e
n
e
?
c
i
a
r
i
e
s
T
r
a
n
s
f
e
r
r
e
d
2
0
0
0
p
r
o
p
e
r
t
i
e
s
t
o
a
p
p
r
o
v
e
d
b
e
n
e
?
-
c
i
a
r
i
e
s
H
S
D
M
1
1
2
0
0
0
0
W
a
r
d
s
1
8
,
1
1
,
1
6
,
2
1
,
H
o
u
s
i
n
g
m
a
i
n
-
t
e
n
a
n
c
e
3
6
4
R
e
n
t
a
l
U
n
i
t
s
P
r
e
p
a
r
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
f
o
r
r
e
n
t
a
l
s
t
o
c
k
.
I
n
i
t
i
a
t
e
M
a
i
n
t
e
n
a
n
c
e
i
n
t
e
r
m
s
o
f
p
l
a
n
a
n
d
r
e
p
o
r
t
R
e
n
t
a
l
s
t
o
c
k
m
a
i
n
-
t
a
i
n
e
d
H
S
D
M
1
1
3
0
0
0
0
W
a
r
d
s
3
3
D
i
r
t
y
a
n
d
u
n
-
c
o
n
s
t
i
t
u
t
i
o
n
a
l
l
e
v
e
l
s
o
f
s
e
r
v
i
c
e
P
r
e
p
a
r
e
h
o
u
s
i
n
g
a
n
d
e
n
g
i
n
e
e
r
i
n
g
s
e
r
v
i
c
e
s
c
o
n
s
t
r
u
c
t
i
o
n
p
r
o
g
r
a
m
m
e
s
a
s
p
e
r
a
p
p
r
o
v
e
d
a
c
t
i
v
e
p
r
o
j
e
c
t
s
D
e
v
e
l
o
p
1
0
0
0
e
m
e
r
g
e
n
c
y
h
o
u
s
i
n
g
u
n
i
t
s
-
J
i
k
a
J
o
e
D
e
c
r
e
a
s
e
d
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
H
S
D
M
1
1
4
4
7
,
0
0
0
,
0
0
0
0
0
0
0
S
U
B
-
T
O
T
A
L
4
7
,
0
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
0
0
0
178
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
R
O
J
E
T
S
B
U
D
G
E
T
E
D
B
Y
D
O
H
S
V
u
l
i
n
d
l
e
l
a
R
u
r
a
l
H
o
u
s
i
n
g
P
r
o
j
e
c
t
N
e
w
P
r
o
j
e
c
t
P
r
e
-
l
i
m
i
n
a
r
y
S
t
u
d
i
e
s
t
o
b
e
c
o
m
-
p
l
e
t
e
d
f
o
r
V
u
l
i
n
d
l
e
l
a
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
C
o
m
p
l
e
t
e
d
p
r
e
-
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
1
5
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
D
O
H
S
W
a
r
d
s
1
-
9
E
d
e
n
d
a
l
e
P
r
i
-
o
r
i
t
y
H
o
u
s
i
n
g
P
r
o
j
e
c
t
N
e
w
P
r
o
j
e
c
t
S
t
u
d
i
e
s
t
o
b
e
c
o
m
p
l
e
t
e
d
f
o
r
E
d
e
n
-
d
a
l
e
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
E
I
A
(
6
0
%
c
o
m
p
l
e
t
e
)
C
o
m
p
l
e
t
e
d
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
H
S
D
M
1
1
6
8
1
4
,
1
1
7
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
s
2
1
a
n
d
2
2
C
o
p
e
s
v
i
l
l
e
N
e
w
P
r
o
j
e
c
t
1
6
9
2
S
i
t
e
s
U
n
d
e
r
t
a
k
e
P
l
a
n
-
n
i
n
g
&
D
e
s
i
g
n
H
S
D
M
1
1
7
1
,
2
7
4
,
4
6
4
6
,
9
9
6
,
2
2
0
8
,
3
1
0
,
5
0
1
0
0
D
O
H
S
W
a
r
d
2
9
E
d
e
n
d
a
l
e
U
n
i
t
S
3
-
8
2
0
1
0
H
o
u
s
e
s
b
u
i
l
t
C
o
m
p
l
e
t
e
s
e
r
v
i
c
e
s
C
o
m
p
l
e
t
e
S
e
r
v
i
c
e
s
H
S
D
M
1
1
8
5
,
9
6
6
,
9
8
4
4
,
8
7
7
,
0
4
0
0
0
0
W
a
r
d
1
0
&
1
6
E
d
e
n
d
a
l
e
U
n
i
t
S
8
E
x
t
.
N
e
w
P
r
o
j
e
c
t
3
9
8
S
i
t
e
s
C
o
n
c
l
u
d
e
A
g
r
e
e
-
m
e
n
t
s
U
n
d
e
r
t
a
k
e
P
l
a
n
-
n
i
n
g
a
n
d
D
e
s
i
g
n
H
S
D
M
1
1
9
5
,
8
6
4
,
4
8
0
6
,
7
7
2
,
7
6
1
0
0
0
D
O
H
S
W
a
r
d
1
0
&
1
6
M
s
u
n
d
u
z
i
W
i
r
e
W
a
l
l
E
x
i
s
t
i
n
g
P
r
o
j
e
c
t
2
0
3
8
U
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
0
4
8
,
7
1
4
,
8
8
1
0
0
0
0
D
O
H
S
V
a
r
i
o
u
s
W
a
r
d
s
.
L
o
t
1
8
2
S
i
n
a
t
-
i
n
g
N
e
w
P
r
o
j
e
c
t
1
3
3
u
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
s
e
r
v
i
c
e
s
a
n
d
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
1
9
3
2
,
5
5
0
0
0
0
0
D
O
H
S
W
a
r
d
1
1
W
i
l
l
o
w
f
o
u
n
-
t
a
i
n
E
E
P
h
a
s
e
2
E
x
i
s
t
i
n
g
P
r
o
j
e
c
t
4
0
8
u
n
i
t
s
C
o
m
p
l
e
t
e
C
o
n
-
s
t
r
u
c
t
i
o
n
o
f
T
o
p
S
t
r
u
c
t
u
r
e
s
H
S
D
M
1
2
2
7
1
0
,
4
5
0
0
0
0
0
D
O
H
S
W
a
r
d
1
6
&
1
7
G
l
e
n
w
o
o
d
:
N
o
r
t
h
E
a
s
t
S
e
c
t
o
r
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
P
l
a
n
n
i
n
g
a
n
d
D
e
s
i
g
n
H
S
D
M
1
2
3
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
3
4
K
h
a
l
a
n
y
o
n
i
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
4
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
1
2
K
w
a
T
h
i
r
t
y
N
e
w
P
r
o
j
e
c
t
5
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
5
6
1
0
,
5
8
6
4
,
7
2
5
,
4
0
0
5
,
4
6
5
,
0
0
0
0
0
D
O
H
S
W
a
r
d
1
0
J
2
a
n
d
Q
u
a
r
r
y
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
6
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
5
E
d
e
n
d
a
l
e
:
B
u
l
w
e
r
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
7
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
6
A
m
b
l
e
t
o
n
3
N
e
w
P
r
o
j
e
c
t
3
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
8
0
5
,
3
2
7
,
0
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
1
3
G
l
e
n
w
o
o
d
:
S
o
u
t
h
E
a
s
t
S
e
c
t
o
r
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
2
9
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
3
4
H
o
l
l
i
n
g
w
o
o
d
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
3
0
0
2
,
4
4
2
,
3
5
0
3
,
8
1
1
,
0
6
0
0
0
D
O
H
S
W
a
r
d
3
5
P
e
a
c
e
V
a
l
l
e
y
2
N
e
w
P
r
o
j
e
c
t
1
0
0
0
U
n
i
t
s
C
o
m
p
l
e
t
e
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
3
1
0
.
4
,
2
6
4
,
4
2
5
0
0
D
O
H
S
W
a
r
d
2
3
S
U
B
-
T
O
T
A
L
5
1
6
,
1
0
9
,
6
8
4
5
0
2
,
6
4
4
,
0
7
1
5
0
3
,
4
9
0
,
2
2
6
4
5
0
,
0
0
0
,
0
0
0
4
5
0
,
0
0
0
,
0
0
0
L
e
t
t
i
n
g
C
o
u
n
-
c
i
l
p
r
o
p
e
r
t
y
R
1
7
m
i
l
l
i
o
n
o
u
t
s
t
a
n
d
i
n
g
A
l
l
a
r
r
e
a
r
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
C
o
n
s
o
l
i
d
a
t
e
d
a
c
c
o
u
n
t
s
a
n
d
d
e
c
r
e
a
s
e
d
d
e
b
t
H
S
D
M
1
3
2
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
5
0
,
0
0
0
C
N
L
179
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
d
u
c
t
i
o
n
i
n
h
o
u
s
i
n
g
r
e
n
t
a
l
s
t
o
c
k
N
o
r
e
d
u
c
t
i
o
n
5
%
o
f
r
e
n
t
a
l
s
t
o
c
k
t
o
b
e
s
o
l
d
a
n
d
t
r
a
n
s
f
e
r
r
e
d
t
o
t
e
n
a
n
t
s
R
e
d
u
c
e
d
r
e
n
t
a
l
s
t
o
c
k
H
S
D
M
1
3
3
0
0
0
0
0
A
p
p
r
o
v
a
l
o
f
B
u
i
l
d
i
n
g
P
l
a
n
s
-
N
e
w
P
l
a
n
A
p
p
r
o
v
a
l
S
y
s
t
e
m
I
n
a
d
e
q
u
a
t
e
A
p
-
p
r
o
v
a
l
P
l
a
n
a
p
p
r
o
v
a
l
w
i
t
h
i
n
s
p
e
c
i
?
c
t
i
m
e
f
r
a
m
e
.
B
u
i
l
d
i
n
g
p
l
a
n
s
t
o
b
e
a
p
p
r
o
v
e
d
t
h
r
o
u
g
h
e
l
e
c
t
r
o
n
i
c
s
y
s
t
e
m
H
S
D
M
1
3
4
2
,
0
0
0
,
0
0
0
2
,
1
0
0
,
0
0
0
2
,
2
0
5
,
0
0
0
2
,
3
1
5
,
2
5
0
2
,
4
3
1
,
0
1
3
C
N
L
A
l
l
w
a
r
d
s
I
m
p
r
o
p
e
r
a
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
n
e
l
e
c
t
r
o
n
i
c
p
l
a
n
a
p
p
r
o
v
a
l
s
y
s
t
e
m
.
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
t
o
b
e
p
r
e
p
a
r
e
d
w
h
i
c
h
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
H
S
D
M
1
3
5
0
0
0
0
0
A
l
l
w
a
r
d
s
L
a
n
d
S
u
r
v
e
y
.
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
P
r
o
c
e
s
s
e
d
a
p
p
l
i
c
a
t
i
o
n
s
w
i
t
h
i
n
s
p
e
c
i
?
e
d
t
i
m
e
r
a
m
e
P
r
o
c
e
s
s
o
f
a
p
p
l
i
c
a
-
t
i
o
n
s
f
o
r
s
u
b
d
i
v
i
-
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
H
S
D
M
1
3
6
0
0
0
0
0
A
l
l
w
a
r
d
s
U
p
d
a
t
e
d
v
a
l
u
a
-
t
i
o
n
r
o
l
l
N
e
w
V
R
P
r
e
-
p
a
r
e
d
i
n
2
0
0
9
.
P
r
e
p
a
r
e
t
e
r
m
s
o
f
r
e
f
e
r
e
n
c
e
f
o
r
t
h
e
a
p
p
o
i
n
t
m
e
n
t
o
f
S
P
t
o
u
n
d
e
r
t
a
k
e
r
e
-
v
a
l
u
a
t
i
o
n
.
P
r
e
p
a
r
e
n
e
w
V
a
l
u
a
t
i
o
n
R
o
l
l
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
h
e
M
P
R
A
H
S
D
M
1
3
7
6
5
0
,
0
0
0
8
,
0
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
0
0
C
N
L
A
l
l
w
a
r
d
s
T
o
w
n
P
l
a
n
n
i
n
g
S
D
F
A
p
p
r
o
v
e
d
b
y
C
o
u
n
c
i
l
i
n
2
0
0
9
.
T
o
b
e
r
e
v
i
e
w
e
d
a
n
n
u
-
a
l
l
y
.
C
o
m
p
l
e
t
e
S
D
F
a
n
d
a
l
i
g
n
m
e
n
t
w
i
t
h
I
D
P
.
P
r
e
p
a
r
a
t
i
o
n
o
f
S
D
F
a
n
d
r
e
v
i
e
w
.
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
l
a
n
d
u
s
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
.
H
S
D
M
1
3
8
5
0
0
,
0
0
0
5
2
5
,
0
0
0
5
5
2
,
0
0
0
6
0
0
,
0
0
0
6
2
0
,
0
0
0
C
O
G
T
A
C
N
L
A
l
l
w
a
r
d
s
P
M
B
T
o
w
n
P
l
a
n
n
i
n
g
S
c
h
e
m
e
C
o
m
p
l
e
t
e
L
a
n
d
U
s
e
S
c
h
e
m
e
f
o
r
E
d
e
n
d
a
l
e
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
-
d
u
c
e
l
a
n
d
u
s
e
m
a
n
-
a
g
e
m
e
n
t
s
y
s
t
e
m
H
S
D
M
1
3
9
5
0
0
,
0
0
0
5
2
5
,
0
0
0
5
5
2
,
0
0
0
6
0
0
,
0
0
0
6
2
0
,
0
0
0
C
N
L
A
l
l
w
a
r
d
s
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
S
I
G
N
A
G
E
I
n
a
d
e
q
u
a
t
e
c
o
n
t
r
o
l
o
v
e
r
s
i
g
n
a
g
e
P
r
e
p
a
r
e
r
e
g
i
s
t
r
y
f
o
r
s
i
g
n
a
g
e
a
p
-
p
l
i
c
a
t
i
o
n
s
,
b
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
-
t
i
o
n
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
s
i
g
n
a
g
e
b
y
l
a
w
s
.
R
e
c
o
n
c
i
l
i
a
t
i
o
n
o
f
b
i
l
l
b
o
a
r
d
s
i
g
-
n
a
g
e
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
a
n
d
h
o
t
s
p
o
t
s
i
d
e
n
t
i
?
e
d
.
R
e
-
E
n
t
e
r
i
n
t
o
c
o
n
t
r
a
c
t
s
w
i
t
h
B
i
l
l
-
b
o
a
r
d
o
p
e
r
a
t
o
r
s
w
i
t
h
n
e
w
r
a
t
e
s
.
C
o
m
p
l
i
a
n
t
a
n
d
r
e
v
e
n
u
e
g
e
n
e
r
a
t
i
n
g
s
i
g
n
a
g
e
H
S
D
M
1
4
0
5
0
,
0
0
0
5
2
,
5
0
0
5
4
,
0
0
0
C
N
L
A
l
l
w
a
r
d
s
E
m
e
r
g
e
n
c
y
h
o
u
s
i
n
g
f
o
r
a
b
l
u
t
i
o
n
f
a
c
i
l
i
-
t
i
e
s
D
i
r
t
y
a
n
d
u
n
-
c
o
n
s
t
i
t
u
t
i
o
n
a
l
l
e
v
e
l
s
o
f
s
e
r
v
i
c
e
s
D
e
v
e
l
o
p
a
p
l
a
n
f
o
r
c
l
e
a
n
i
n
g
a
b
l
u
t
i
o
n
f
a
c
i
l
i
i
t
e
s
.
C
l
e
a
n
a
b
l
u
t
i
o
n
f
a
c
i
l
i
t
i
e
s
a
s
p
e
r
p
l
a
n
C
l
e
a
n
A
b
l
u
t
i
o
n
s
H
S
D
M
1
4
1
1
0
0
,
0
0
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
6
5
0
,
0
0
0
1
0
0
,
0
0
0
W
a
r
d
3
3
H
o
u
s
i
n
g
a
p
-
p
l
i
c
a
t
i
o
n
l
i
s
t
N
o
d
a
t
a
b
a
s
e
o
f
i
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
a
n
d
h
o
u
s
i
n
g
a
p
p
l
i
c
a
-
t
i
o
n
l
i
s
t
D
e
v
e
l
o
p
d
a
t
a
b
a
s
e
t
o
r
e
g
i
s
t
e
r
p
e
o
p
l
e
w
i
t
h
h
o
u
s
i
n
g
n
e
e
d
s
D
e
v
e
l
o
p
e
d
a
h
o
u
s
-
i
n
g
d
a
t
a
b
a
s
e
f
o
r
h
o
u
s
i
n
g
a
p
p
l
i
c
a
-
t
i
o
n
s
a
s
a
r
e
g
i
s
t
e
r
i
n
c
l
u
d
i
n
g
2
0
0
0
a
p
p
l
i
c
a
n
t
s
H
S
D
M
1
4
2
0
0
0
0
0
A
l
l
W
a
r
d
s
180
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
f
o
r
V
u
-
l
i
n
d
l
e
l
a
h
o
u
s
-
i
n
g
p
r
o
j
e
c
t
s
N
o
n
e
x
i
s
t
e
n
t
P
r
e
-
l
i
m
i
n
a
r
y
S
t
u
d
i
e
s
t
o
b
e
c
o
m
-
p
l
e
t
e
d
f
o
r
V
u
l
i
n
d
l
e
l
a
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
C
o
m
p
l
e
t
e
d
p
r
e
-
f
e
a
s
i
b
i
l
i
t
y
s
t
u
d
i
e
s
H
S
D
M
1
4
3
2
4
,
0
0
0
,
0
0
0
5
0
,
0
0
0
,
0
0
0
7
5
,
0
0
0
,
0
0
0
1
0
0
,
0
0
0
,
0
0
0
D
O
H
S
W
a
r
d
s
1
-
9
F
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
h
o
u
s
i
n
g
p
r
o
j
-
e
c
t
s
N
o
n
e
x
i
s
t
e
n
t
S
t
u
d
i
e
s
t
o
b
e
c
o
m
p
l
e
t
e
d
f
o
r
E
d
e
n
-
d
a
l
e
(
G
e
o
t
e
c
h
,
S
o
c
i
a
l
,
L
a
n
d
A
u
d
i
t
a
n
d
S
e
r
v
i
c
e
s
)
E
I
A
(
6
0
%
c
o
m
p
l
e
t
e
)
C
o
m
p
l
e
t
e
d
f
e
a
s
i
b
i
l
-
i
t
y
s
t
u
d
i
e
s
f
o
r
E
d
e
n
d
a
l
e
H
S
D
M
1
4
4
W
a
r
d
s
2
1
a
n
d
2
2
L
e
t
t
i
n
g
C
o
u
n
-
c
i
l
p
r
o
p
e
r
t
y
R
1
5
m
i
l
l
i
o
n
o
u
t
s
t
a
n
d
i
n
g
A
l
l
a
r
r
e
a
r
s
t
o
b
e
r
e
d
u
c
e
d
b
y
5
%
C
o
n
s
o
l
i
d
a
t
e
d
a
c
c
o
u
n
t
s
a
n
d
d
e
c
r
e
a
s
e
d
d
e
b
t
H
S
D
M
1
4
5
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
R
e
d
u
c
t
i
o
n
i
n
h
o
u
s
i
n
g
r
e
n
t
a
l
s
t
o
c
k
N
o
r
e
d
u
c
t
i
o
n
5
%
o
f
r
e
n
t
a
l
s
t
o
c
k
t
o
b
e
s
o
l
d
a
n
d
t
r
a
n
s
f
e
r
r
e
d
t
o
t
e
n
a
n
t
s
R
e
d
u
c
e
d
r
e
n
t
a
l
s
t
o
c
k
H
S
D
M
1
4
6
A
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
t
o
b
e
p
r
e
p
a
r
e
d
w
h
i
c
h
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
P
r
o
p
e
r
i
m
p
r
o
v
e
-
m
e
n
t
o
f
p
l
a
n
s
a
p
p
r
o
v
a
l
s
y
s
t
e
m
.
H
S
D
M
1
4
7
1
0
0
,
0
0
0
A
l
l
w
a
r
d
s
I
m
p
r
o
p
e
r
a
p
p
r
o
v
a
l
o
f
b
u
i
l
d
i
n
g
p
l
a
n
s
N
o
c
o
n
t
r
o
l
a
s
t
o
w
h
o
a
p
p
r
o
v
e
s
P
l
a
n
s
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
c
o
n
t
r
o
l
p
r
o
-
c
e
d
u
r
e
s
t
o
p
r
e
v
e
n
t
u
n
a
u
t
h
o
r
i
s
e
d
s
t
a
f
f
f
r
o
m
a
p
p
r
o
v
i
n
g
p
l
a
n
s
C
o
n
t
r
o
l
p
r
o
c
e
d
u
r
e
s
a
p
p
l
i
e
d
H
S
D
M
1
4
8
A
l
l
w
a
r
d
s
L
a
n
d
S
u
r
v
e
y
V
a
l
u
a
t
i
o
n
s
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
P
r
o
c
e
s
s
a
p
p
l
i
c
a
t
i
o
n
s
f
o
r
s
u
b
d
i
-
v
i
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
P
r
o
c
e
s
s
o
f
a
p
p
l
i
c
a
-
t
i
o
n
s
f
o
r
s
u
b
d
i
v
i
-
s
i
o
n
&
p
r
e
p
a
r
e
c
o
n
d
i
t
i
o
n
s
o
f
e
s
t
a
b
l
i
s
h
m
e
n
t
H
S
D
M
1
4
9
A
l
l
w
a
r
d
s
U
p
d
a
t
e
d
v
a
l
u
a
-
t
i
o
n
r
o
l
l
S
e
r
i
o
u
s
p
r
o
b
-
l
e
m
s
i
n
t
h
e
v
a
l
u
a
t
i
o
n
r
o
l
l
I
n
v
e
s
t
i
g
a
t
e
v
a
l
u
a
t
i
o
n
s
a
n
d
c
o
r
r
e
c
t
V
a
l
u
a
t
i
o
n
R
o
l
l
i
n
t
e
r
m
s
o
f
M
P
R
A
.
I
m
p
l
e
m
e
n
t
M
E
T
V
A
L
s
y
s
t
e
m
.
P
r
e
p
a
r
e
s
u
p
p
l
e
m
e
n
t
a
r
y
v
a
l
u
a
t
i
o
n
r
o
l
l
.
P
r
o
c
e
s
s
o
b
j
e
c
t
i
o
n
s
t
o
v
a
l
u
-
a
t
i
o
n
r
o
l
l
a
n
d
?
n
a
l
i
s
e
.
M
o
n
t
h
l
y
r
e
p
o
r
t
s
h
o
w
i
n
g
b
a
l
a
n
c
e
t
o
b
e
i
n
v
e
s
t
i
g
a
t
e
d
c
o
m
p
l
e
t
e
d
a
n
d
o
n
h
a
n
d
t
o
b
e
p
r
e
p
a
r
e
d
.
P
r
e
p
a
r
e
n
e
w
V
a
l
u
a
t
i
o
n
R
o
l
l
S
p
a
t
i
a
l
d
e
v
e
l
o
p
-
m
e
n
t
f
r
a
m
e
w
o
r
k
c
o
m
p
l
e
t
e
a
n
d
a
l
i
g
n
e
d
w
i
t
h
I
D
P
.
P
D
A
D
e
l
e
g
a
t
i
o
n
s
i
n
p
l
a
c
e
.
L
a
w
e
n
f
o
r
c
e
m
e
n
t
f
o
r
t
o
w
n
p
l
a
n
n
i
n
g
c
o
n
t
r
a
v
e
n
t
i
o
n
s
.
H
S
D
M
1
5
0
6
5
0
,
0
0
0
8
0
,
0
0
0
9
0
,
0
0
0
A
l
l
w
a
r
d
s
T
o
w
n
P
l
a
n
n
i
n
g
U
n
k
n
o
w
n
P
r
e
p
a
r
a
t
i
o
n
o
f
S
D
F
a
n
d
r
e
v
i
e
w
.
F
i
n
a
l
i
s
e
P
l
a
n
n
i
n
g
D
e
v
e
l
o
p
m
e
n
t
A
c
t
d
e
l
e
g
a
t
i
o
n
s
.
P
r
e
p
a
r
a
t
i
o
n
o
f
a
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
f
o
r
t
o
w
n
p
l
a
n
n
i
n
g
c
o
n
t
r
a
v
e
n
t
i
o
n
s
.
P
r
o
s
e
c
u
-
t
i
o
n
s
t
o
b
e
i
n
i
t
i
a
t
e
d
a
n
d
r
e
p
o
r
t
e
d
.
P
r
e
p
a
r
e
a
n
d
i
n
t
r
o
d
u
c
e
l
a
n
d
u
s
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
.
F
i
n
a
l
i
s
e
d
P
l
a
n
-
n
i
n
g
d
e
v
e
l
o
p
m
e
n
t
d
e
l
e
g
a
t
i
o
n
s
H
S
D
M
1
5
1
5
0
0
,
0
0
0
7
5
0
,
0
0
0
5
0
0
,
0
0
0
7
5
0
,
0
0
0
5
0
0
,
0
0
0
A
l
l
w
a
r
d
s
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
U
n
k
n
o
w
n
D
e
v
e
l
o
p
d
a
t
a
b
a
s
e
o
f
p
e
o
p
l
e
w
h
o
d
r
a
w
b
u
i
l
d
i
n
g
p
l
a
n
s
.
B
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
t
i
o
n
s
t
o
b
e
p
r
o
c
e
s
s
e
d
i
n
t
e
r
m
s
o
f
n
a
t
i
o
n
a
l
b
u
i
l
d
i
n
g
r
e
g
u
-
l
a
t
i
o
n
s
.
P
r
e
p
a
r
a
t
i
o
n
o
f
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
.
D
a
t
a
b
a
s
e
i
n
p
l
a
c
e
.
H
S
D
M
1
5
2
181
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
U
n
k
n
o
w
n
P
r
e
p
a
r
e
r
e
g
i
s
t
r
y
f
o
r
s
i
g
n
a
g
e
a
p
p
l
i
-
c
a
t
i
o
n
s
,
b
u
i
l
d
i
n
g
p
l
a
n
a
p
p
l
i
c
a
t
i
o
n
s
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
s
i
g
n
a
g
e
b
y
l
a
w
s
.
R
e
p
o
r
t
o
n
a
p
p
l
i
c
a
t
i
o
n
p
r
o
-
c
e
s
s
i
n
g
.
P
r
e
p
a
r
a
t
i
o
n
o
f
c
o
m
p
l
a
i
n
t
s
r
e
g
i
s
t
e
r
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
.
R
e
c
o
n
c
i
l
i
a
t
i
o
n
o
f
b
i
l
l
b
o
a
r
d
s
i
g
-
n
a
g
e
r
e
g
i
s
t
e
r
a
n
d
r
e
p
o
r
t
o
n
a
c
t
i
o
n
s
t
a
k
e
n
a
n
d
h
o
t
s
p
o
t
s
i
d
e
n
t
i
?
e
d
.
C
o
m
p
l
i
a
n
t
B
u
i
l
d
-
i
n
g
s
i
g
n
a
g
e
H
S
D
M
1
5
3
A
l
l
w
a
r
d
s
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
H
S
D
M
1
5
4
1
0
0
,
0
0
0
1
0
0
,
0
0
0
1
2
0
,
0
0
0
1
2
0
,
0
0
0
1
2
0
,
0
0
0
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
C
o
s
t
c
o
n
t
a
i
n
e
d
H
S
D
M
1
5
5
B
u
d
g
e
t
S
p
e
n
t
U
n
k
n
o
w
n
9
5
%
o
f
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
.
R
e
-
p
o
r
t
o
n
s
p
e
n
d
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
D
M
1
5
6
H
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
d
u
r
e
s
&
P
o
l
i
c
i
e
s
U
n
k
n
o
w
n
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
p
o
l
i
c
i
e
s
&
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
D
M
1
5
7
H
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
.
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
.
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
H
S
D
M
1
5
8
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
c
r
e
a
t
e
t
h
e
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
.
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
e
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
.
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
.
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
.
H
S
D
M
1
5
9
H
o
u
s
i
n
g
p
r
o
j
-
e
c
t
s
a
n
d
a
l
l
o
c
a
-
t
i
o
n
h
o
u
s
i
n
g
H
S
D
M
1
6
0
1
0
0
,
0
0
0
I
n
f
o
r
m
a
l
s
e
t
t
l
e
m
e
n
t
s
H
S
D
M
1
6
1
P
e
o
p
l
e
i
n
n
e
e
d
o
f
h
o
u
s
i
n
g
H
S
D
M
1
6
2
B
u
i
l
d
i
n
g
I
n
s
p
e
c
t
o
r
a
t
e
S
i
g
n
a
g
e
H
S
D
M
1
6
3
S
U
B
-
T
O
T
A
L
3
0
,
0
0
0
,
0
0
0
1
2
,
9
8
2
,
5
0
0
8
9
4
,
9
2
2
,
0
0
1
8
0
,
7
8
5
,
2
5
0
1
,
4
7
1
,
9
7
4
,
1
7
6
T
O
T
A
L
5
9
3
,
1
0
9
,
6
8
4
5
2
5
6
2
6
5
7
1
5
6
7
4
1
3
2
2
6
5
3
0
7
8
5
2
5
0
5
5
5
1
4
1
0
1
3
182
Msunduzi Municipality Integrated Development Plan 2011 – 2016
14.9 FLEET MANAGEMENT
14.9.1 Backlogs
The age analysis of vehicles is as shown in the table below:
PLANT / VEHICLE AGE ANALYSIS BY TYPE
Plant/Vehicle Type
No. of
Items
0-5 YEARS 5-10 YEARS 10-15 YEARS >15 YEARS
2008 & 9 Amount % Amount % Amount % Amount %
Motor cycle 49 0 16 33 18 37 15 30
Sedan 196 71 36 57 29 47 24 21 11
Station Wagon 4 4 100
Mini Bus 35 7 20 12 34 15 43 1 3
LDV 267 47 17 71 26 111 42 37 15
LDV 4X4 42 3 1 10 24 20 48 9 27
Panel Van 10 3 33 6 66 1 1
Bus 1 1 100
Truck 132 4 5 35 26 35 26 57 43
Tractor 72 7 10 24 33 23 32 18 25
Refuse Compactor 30 5 17 7 23 18 60
Grader 3 3 100
Roller 1 1 100
Front End Loader 8 4 50 38 1 12
Fire Engine 17 2 12 15 88
Fork Lift 3 3 100
Gravedigger 1 1 100
Excavator 1 1
Land?ll Compactor 4 25 1 25 0 2 50
Skid steer 2 2 100
TOTAL 878 155 18 236 28 320 36 161 18
Trailer 145 7 3 43 30 64 44 28 19
Reduction in ?eet size due to sale of vehicles that were uneconomical to repair & accident damaged vehicles.
14.9.2 Institutional Arrangements
The Municipality maintains its ?eet acquired through ?nance lease in the majority of cases.
14.9.3 Human Resources Capacity
The shortage of Mechanics is a major cause of concern.
14.9.4 Financial Capacity
The acquisition of vehicles and plant assets is funded by Council budget. Due to the inadequacy of funding,
the Municipality uses ?nance leasing to acquire the assets.
14.9.5 Quality of Service
The provision of vehicles and plant in good condition and at the appropriate time is essential for effective
service delivery by all Business Units of the Municipality. Ageing vehicles are making it dif?cult to achieve
this objective. Huge investments are therefore required in Fleet Management to improve the quality of service.
183
Msunduzi Municipality Integrated Development Plan 2011 – 2016
1
4
.
9
.
6
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
s
S
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
i
n
c
l
u
d
e
t
h
e
s
p
e
c
i
a
l
i
s
t
g
a
r
a
g
e
s
,
s
u
p
p
l
i
e
r
s
o
f
v
e
h
i
c
l
e
s
a
n
d
v
e
h
i
c
l
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
s
.
I
t
i
s
i
m
p
o
r
t
a
n
t
t
o
s
e
l
e
c
t
t
h
e
s
e
r
v
i
c
e
p
r
o
v
i
d
e
r
s
c
a
r
e
f
u
l
l
y
.
I
n
v
i
e
w
o
f
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
s
i
t
u
a
t
i
o
n
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
t
h
e
r
e
v
i
e
w
f
o
r
2
0
1
0
/
2
0
1
1
a
c
c
o
r
d
i
n
g
t
o
t
h
e
t
e
m
p
l
a
t
e
b
e
l
o
w
i
n
f
o
r
m
e
d
b
y
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
I
N
F
R
A
S
T
R
U
C
T
U
R
E
D
E
V
E
L
O
P
M
E
N
T
,
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
A
N
D
M
A
I
N
T
E
N
A
N
C
E
R
E
C
O
V
E
R
Y
P
L
A
N
P
l
a
n
2
:
Q
u
a
l
i
t
y
L
i
v
i
n
g
E
n
v
i
r
o
m
e
n
t
s
(
I
n
f
r
a
s
t
r
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
h
e
a
l
t
h
c
a
r
e
)
C
i
t
y
G
o
a
l
/
s
:
1
)
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
2
)
A
c
i
t
y
w
h
e
r
e
e
v
e
r
y
b
o
d
y
h
a
s
a
c
c
e
s
s
t
o
h
a
b
i
t
a
b
l
e
h
u
m
a
n
s
e
t
t
l
e
m
e
n
t
s
-
d
e
c
e
n
t
h
o
u
s
e
s
,
c
l
e
a
n
w
a
t
e
r
a
n
d
p
r
o
p
e
r
s
a
n
i
t
a
t
i
o
n
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
e
f
f
e
c
t
i
v
e
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
i
n
f
r
a
s
t
r
u
c
t
u
r
e
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
l
e
e
t
M
a
n
a
g
e
-
m
e
n
t
N
o
n
-
e
x
i
s
t
e
n
t
m
a
n
a
g
e
m
e
n
t
I
n
t
r
o
d
u
c
e
d
o
c
u
m
e
n
t
e
d
?
e
e
t
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
f
o
r
r
e
p
o
r
t
i
n
g
t
o
b
u
s
i
n
e
s
s
u
n
i
t
s
I
n
t
r
o
d
u
c
t
i
o
n
o
f
d
o
c
u
-
m
e
n
t
e
d
?
e
e
t
m
a
n
a
g
e
-
m
e
n
t
s
y
s
t
e
m
I
N
F
R
A
9
0
0
5
0
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
V
e
h
i
c
l
e
M
o
n
i
t
o
r
-
i
n
g
A
b
u
s
e
d
v
e
h
i
c
l
e
s
E
s
t
a
b
l
i
s
h
i
n
d
i
c
a
t
o
r
s
o
f
u
n
a
u
-
t
h
o
r
i
z
e
d
/
a
b
u
s
e
o
f
v
e
h
i
c
l
e
s
b
y
c
o
m
p
i
l
i
n
g
a
d
a
i
l
y
c
h
e
c
k
l
i
s
t
E
s
t
a
b
l
i
s
h
e
d
i
n
d
i
c
a
-
t
o
r
s
o
f
u
n
a
u
t
h
o
r
i
z
e
d
/
a
b
u
s
e
d
v
e
h
i
c
l
e
s
b
y
c
r
e
a
t
i
n
g
a
d
a
i
l
y
c
h
e
c
k
l
i
s
t
I
N
F
R
A
9
1
0
0
0
0
0
F
l
e
e
t
D
i
l
a
p
i
d
a
t
e
d
?
e
e
t
D
e
v
i
s
e
s
c
e
n
a
r
i
o
s
a
r
o
u
n
d
v
e
h
i
c
l
e
u
s
a
g
e
.
R
e
p
l
a
c
e
m
e
n
t
P
o
l
i
c
y
D
e
v
i
s
e
s
c
e
n
a
r
i
o
s
a
r
o
u
n
d
v
e
h
i
c
l
e
u
s
a
g
e
.
R
e
p
l
a
c
e
m
e
n
t
P
o
l
i
c
y
I
N
F
R
A
9
2
1
5
,
0
0
0
,
0
0
0
0
0
0
0
C
N
L
A
L
L
M
e
c
h
a
i
c
a
l
w
o
r
k
-
s
h
o
p
N
o
n
e
x
i
s
t
e
n
t
S
e
t
u
p
a
m
e
c
h
a
n
i
c
a
l
w
o
r
k
-
s
h
o
p
F
u
l
l
y
?
e
d
g
e
d
m
e
-
c
h
a
n
i
c
a
l
w
o
r
k
s
h
o
p
I
N
F
R
A
9
3
0
0
0
0
0
C
N
L
A
L
L
V
e
h
i
c
l
e
R
e
p
a
i
r
a
n
d
s
e
r
v
i
c
i
n
g
U
n
s
c
h
e
d
u
l
e
d
s
e
r
v
i
c
e
s
a
n
d
r
e
p
a
i
r
s
P
r
e
p
a
r
e
a
s
e
r
v
i
c
e
s
c
h
e
d
u
l
e
f
o
r
a
l
l
v
e
h
i
c
l
e
s
a
n
d
c
r
e
a
t
e
a
v
e
h
i
c
l
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
b
a
s
e
d
o
n
C
A
M
I
S
A
p
r
e
p
a
r
e
d
s
e
r
v
i
c
e
s
c
h
e
d
u
l
e
f
o
r
a
l
l
v
e
h
i
-
c
l
e
s
b
a
s
e
d
o
n
a
v
e
h
i
c
l
e
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
I
N
F
R
A
9
4
0
0
0
0
0
O
u
t
s
o
u
r
c
e
?
e
e
t
m
a
n
a
g
e
m
e
n
t
E
v
a
l
u
a
t
i
o
n
i
n
c
o
m
p
l
e
t
e
C
o
m
p
l
e
t
e
e
v
a
l
u
a
t
i
o
n
r
e
p
o
r
t
a
n
d
i
m
p
l
e
m
e
n
t
s
u
c
h
?
n
d
i
n
g
s
A
g
r
e
e
d
r
e
c
o
m
m
e
n
d
a
-
t
i
o
n
s
b
e
i
m
p
l
e
m
e
n
t
e
d
I
N
F
R
A
9
5
0
0
0
0
0
C
N
L
A
L
L
U
n
p
l
a
n
n
e
d
M
I
G
f
u
n
d
i
n
g
O
v
e
r
s
p
e
n
d
i
n
g
o
f
f
u
n
d
i
n
g
P
r
e
p
a
r
e
M
I
G
f
u
n
d
i
n
g
r
e
c
o
v
e
r
y
p
l
a
n
a
n
d
i
n
t
r
o
d
u
c
e
C
e
r
t
i
?
c
a
t
i
o
n
o
f
c
o
m
p
l
i
a
n
c
e
b
y
I
n
t
e
r
n
a
l
A
u
d
i
t
P
r
e
p
a
r
e
d
M
I
G
f
u
n
d
-
i
n
g
r
e
c
o
v
e
r
y
p
l
a
n
a
n
d
p
r
o
v
i
s
i
o
n
o
f
C
e
r
t
i
?
-
c
a
t
e
o
f
c
o
m
p
l
i
a
n
c
e
b
y
I
n
t
e
r
n
a
l
A
u
d
i
t
I
N
F
R
A
9
6
0
0
0
0
0
M
I
G
F
u
n
d
i
n
g
F
u
n
d
i
n
g
i
m
b
a
l
-
a
n
c
e
C
O
m
p
l
e
t
e
a
p
p
r
o
v
e
d
M
I
G
p
r
o
j
e
c
t
s
A
p
p
r
o
v
e
d
M
I
G
f
u
n
d
-
i
n
g
s
p
e
n
t
9
5
%
,
b
e
s
u
p
p
o
r
t
e
d
b
y
m
o
n
t
h
l
y
p
r
o
g
r
e
s
s
r
e
p
o
r
t
a
n
d
r
e
p
o
r
t
e
d
d
e
v
i
a
t
i
o
n
s
I
N
F
R
A
9
7
0
0
0
0
0
U
n
f
u
n
d
e
d
P
r
o
j
e
c
t
s
F
u
n
d
i
n
g
i
m
b
a
l
-
a
n
c
e
P
r
e
p
a
r
e
p
r
o
j
e
c
t
c
a
s
h
N
o
s
p
e
n
d
i
n
g
u
n
t
i
l
c
a
s
h
i
s
a
v
a
i
l
a
b
l
e
I
N
F
R
A
9
8
0
0
0
0
0
184
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
n
f
r
a
s
t
r
u
c
t
u
r
e
P
l
a
n
n
i
n
g
N
o
t
i
n
f
o
r
m
e
d
b
y
t
h
e
C
o
u
n
c
i
l
a
f
f
o
r
d
i
b
i
l
i
t
y
P
r
e
p
a
r
e
i
n
f
r
a
s
t
r
u
c
t
u
r
e
p
l
a
n
n
i
n
g
i
n
l
i
n
e
w
i
t
h
a
n
i
n
f
r
a
s
t
r
u
c
t
u
r
e
i
n
v
e
s
t
m
e
n
t
s
a
n
d
f
r
a
m
e
w
o
r
k
P
r
e
p
a
r
e
d
i
n
f
r
a
s
t
r
u
c
-
t
u
r
e
p
l
a
n
I
N
F
R
A
9
9
0
0
0
0
0
A
s
s
e
t
M
a
n
a
g
e
-
m
e
n
t
P
l
a
n
U
n
k
n
o
w
n
D
e
v
e
l
o
p
m
a
i
n
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
a
l
l
a
s
s
e
t
s
a
n
d
e
s
t
a
b
l
i
s
h
a
t
e
c
h
n
i
c
a
l
r
e
g
i
s
t
e
r
o
f
a
l
l
i
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
e
d
m
a
i
n
-
t
a
i
n
e
n
c
e
p
l
a
n
s
f
o
r
a
l
l
a
s
s
e
t
s
a
n
d
e
s
t
a
b
l
i
s
h
e
d
a
t
e
c
h
n
i
c
a
l
r
e
g
i
s
t
e
r
I
N
F
R
A
1
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
A
L
L
O
v
e
r
t
i
m
e
p
o
l
i
c
y
N
o
n
e
x
i
s
t
e
n
t
o
r
n
o
a
d
h
e
r
a
n
c
e
t
o
P
r
o
d
u
c
e
r
e
p
o
r
t
i
n
g
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
-
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
a
n
d
d
e
t
a
i
l
e
d
r
e
a
s
o
n
s
f
o
r
d
e
v
i
a
t
i
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
N
F
R
A
I
0
1
0
0
0
0
0
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
U
n
k
n
o
w
n
R
e
p
o
r
t
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
-
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
e
x
p
e
n
d
i
t
u
r
e
i
n
-
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
I
N
F
R
A
1
0
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
c
i
e
s
a
n
d
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
P
r
o
d
u
c
e
u
p
d
a
t
e
d
p
o
l
i
-
c
i
e
s
a
n
d
w
o
r
k
p
r
o
c
e
-
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
I
N
F
R
A
1
0
3
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
P
r
e
p
a
r
e
b
u
d
g
e
t
t
o
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
P
r
e
p
a
r
e
b
u
d
g
e
t
f
o
r
9
5
%
o
f
a
l
l
C
A
P
E
X
&
O
P
E
X
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
I
N
F
R
A
1
0
4
0
0
0
0
0
A
s
s
e
t
c
o
n
t
r
o
l
N
o
n
-
E
x
i
s
t
e
n
t
C
r
e
a
t
e
u
n
i
t
s
n
o
n
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
C
r
e
a
t
e
d
a
n
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
I
N
F
R
A
1
0
5
0
0
0
0
0
F
l
e
e
t
M
a
i
n
t
a
-
n
e
n
c
e
I
N
F
R
A
1
0
6
0
0
0
0
0
U
n
c
o
n
t
r
o
l
l
e
d
M
I
G
I
N
F
R
A
1
0
7
0
0
0
0
0
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
y
I
N
F
R
A
1
0
8
0
0
0
0
0
B
u
d
g
e
t
S
p
e
n
t
I
N
F
R
A
1
0
9
0
0
0
0
0
T
O
T
A
L
1
5
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
7
5
0
,
0
0
0
7
5
0
,
0
0
0
7
5
0
,
0
0
0
185
Msunduzi Municipality Integrated Development Plan 2011 – 2016
15. SOCIAL DEVELOPMENT
15.1. Poverty Eradication
Almost without doubt the biggest challenge for any new dispensation is the eradication of poverty among its people.
As part of co-operative governance, we have established co-ordinated mechanisms of delivery in this area through
our partnership with other sectors of government and civil society. Our approach has been to target all areas where
there are pockets of poverty, and to systematically eradicate the problem through empowering communities with the
tools and mechanisms to start their own projects and sustain them.
The Shosholoza Programme of the municipality which was funded to the tune of R7,5 million including all wards to
speed up responses to small developmental issues, also yielded a number of poverty eradication projects in poultry
farming, sewing projects, block-making and community gardening, all supporting many families and helping keep
many mouths fed and clothed in the absence of formal jobs. In addition, the BESG projects in many wards have also
provided jobs to curb unemployment through employing grass-cutting, another problem which has been addressed
in the city. A total of 90 temporary labourers were employed in this way, and also to eradicate alien invasive vegetation.
In Dambuza, we have tackled the problem of soil erosion and dongas in this way as well through temporary workers.
15.2. Parks, Sport and Recreation and 2010
The city has struck a good balance between its natural and built environments through careful planning and
development. Our quality of life has largely been reinforced by the natural surroundings which we live in that add
peace and recreational opportunities for many of our people. However, there is still a lack of recreational opportunities
in many disadvantaged communities. Part of this challenge is being addressed through the unit by ensuring that
development takes into account the need for communities to have access to these services.
The upgrade of the Oval Cricket Stadium, one of a few worldwide with a tree on the grounds also saw the coming to
the city of the 2003 ICC World Cup, and created 500 temporary jobs. The Oval was also equipped with a unique wind
vane featuring none other than Jonty Rhodes, one of the city’s best examples of sporting prowess.
In preperation for the 2010 World Cup Council’s representatives visited Germany to see ?rst hand how non-host
cities used the World Cup to bene?t their residents. The representatives were also on a fact ?nding mission about how
economic spin-offs are achieved in these cities. Subsequently, Harry Gwala Stadium was upgraded to a maximum
capacity of 15 000 people, to hold the fan parks, which is one of the routes that the city will use to spread the World
Cup atmosphere. Thus far the Harry Gwala Stadium has hosted PSL matches including the biggest crowd puller
Kaizer Chiefs, Sundowns, Orlando Pirates and other PSL teams.
15.3. Cemetry and Crematoria
The municipality has reviewed it’s strategies on Cemetery and Crematoria Sector Plan, in a nutshell, this sector plan
as proposed propagates among other things alternative burial methods. This is in response to the fact that the city is
running out of burial areas like any other cities, according to our investigations.
In order for the city to come up with a vibrant as well as proactive strategies in response to Cemetery and Crematoria
Plan, a process to involve various stakeholders through dialogs and debates can begin to tease some of the religious
and cultural sensitivities in propagating alternative burial methods.
186
Msunduzi Municipality Integrated Development Plan 2011 – 2016
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
R
E
G
I
O
N
A
L
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
A
h
e
a
l
t
h
y
c
i
t
i
z
e
n
r
y
w
i
t
h
a
c
c
e
s
s
t
o
a
f
f
o
r
d
a
b
l
e
,
q
u
a
l
i
t
y
h
e
a
l
t
h
c
a
r
e
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
2
.
I
m
p
r
o
v
e
h
e
a
l
t
h
a
n
d
l
i
f
e
e
x
p
e
c
t
a
n
c
y
[
N
O
.
2
]
-
S
t
r
e
n
g
t
h
e
n
e
f
f
e
c
t
i
v
e
n
e
s
s
o
f
h
e
a
l
t
h
s
e
r
v
i
c
e
s
b
y
s
p
e
c
i
?
c
a
l
l
y
e
n
h
a
n
c
i
n
g
T
B
t
r
e
a
t
m
e
n
t
s
a
n
d
e
x
p
a
n
d
i
n
g
H
I
V
a
n
d
A
I
D
S
p
r
e
v
e
n
t
i
o
n
a
n
d
t
r
e
a
t
m
e
n
t
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
2
]
-
3
.
C
o
m
b
a
t
H
I
V
/
A
i
d
s
a
n
d
T
B
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
2
]
-
E
x
p
a
n
d
H
I
V
p
r
e
v
e
n
t
i
o
n
a
n
d
t
r
e
a
t
m
e
n
t
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
S
e
r
v
i
c
e
s
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
i
r
p
o
r
t
m
a
n
a
g
e
-
m
e
n
t
P
o
o
r
m
a
n
a
g
e
m
e
n
t
a
n
d
d
e
v
e
l
o
p
m
e
n
t
o
f
a
i
r
p
o
r
t
·
F
e
a
s
i
b
i
l
i
t
y
s
t
u
d
y
A
i
r
p
o
r
t
M
a
n
a
g
e
-
m
e
n
t
P
l
a
n
f
o
r
a
p
p
r
o
p
r
i
a
t
e
c
o
r
r
e
c
-
t
i
v
e
a
c
t
i
o
n
R
C
S
3
8
8
0
0
0
0
0
·
A
s
s
e
s
s
o
p
t
i
o
n
s
a
n
d
r
e
p
o
r
t
o
n
a
w
a
y
f
o
r
w
a
r
d
M
a
r
k
e
t
i
n
g
o
f
t
h
e
a
i
r
p
o
r
t
A
i
r
p
o
r
t
n
o
t
m
a
r
k
e
t
e
d
·
I
n
t
r
o
d
u
c
e
p
a
s
s
e
n
g
e
r
c
o
u
n
t
c
o
n
t
r
o
l
r
e
p
o
r
t
m
o
n
t
h
l
y
A
i
r
p
o
r
t
M
a
r
k
e
t
i
n
g
S
t
r
a
t
e
g
y
t
o
i
n
c
r
e
s
e
n
u
m
b
e
r
o
f
p
a
s
-
s
e
n
g
e
r
s
R
C
S
3
8
9
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
0
·
A
n
n
u
a
l
p
a
s
s
e
n
g
e
r
n
u
m
-
b
e
r
s
a
t
a
i
r
p
o
r
t
t
o
i
n
c
r
e
a
s
e
b
y
5
%
R
C
S
3
9
0
·
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
h
a
n
g
e
r
&
o
f
?
c
e
r
e
n
t
a
l
s
t
a
t
i
s
t
i
c
s
t
o
g
e
t
h
e
r
w
i
t
h
a
n
y
o
t
h
e
r
r
e
v
e
n
u
e
p
r
o
d
u
c
i
n
g
i
t
e
m
s
R
C
S
3
9
1
D
e
v
e
l
o
p
m
e
n
t
o
f
a
i
r
p
o
r
t
U
n
d
e
r
d
e
v
e
l
o
p
e
d
·
P
r
e
p
a
r
e
a
n
a
i
r
p
o
r
t
d
e
v
e
l
-
o
p
m
e
n
t
p
l
a
n
P
l
a
n
i
n
p
l
a
c
e
I
m
p
l
e
m
e
n
t
a
t
i
o
n
a
c
c
o
r
d
i
n
g
t
o
D
e
-
v
e
l
o
p
m
e
n
t
P
l
a
n
R
C
S
3
9
2
5
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
0
0
0
R
4
0
M
i
l
l
i
o
n
f
r
o
m
K
Z
N
D
e
p
t
.
E
c
o
n
.
D
e
v
.
&
T
o
u
r
-
i
s
m
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
P
r
o
v
i
d
e
q
u
a
l
-
i
t
y
,
e
f
?
c
e
n
t
,
a
c
c
e
s
s
a
b
l
e
a
n
d
a
f
f
o
r
d
a
b
l
e
h
e
a
l
t
h
s
e
r
v
i
c
e
s
S
e
r
v
i
c
e
i
n
a
d
e
q
u
a
t
l
y
s
t
a
f
f
e
d
,
p
o
o
r
l
y
i
n
t
e
r
g
r
a
t
e
d
s
e
r
v
i
c
e
s
,
r
e
d
u
c
e
d
d
a
y
s
o
f
o
p
e
r
a
t
i
o
n
,
p
o
o
r
l
y
m
a
i
n
t
a
i
n
e
d
a
s
s
e
t
s
a
n
d
i
n
f
r
a
s
t
r
u
c
t
u
r
e
.
E
i
g
h
t
C
l
i
n
i
c
s
t
h
a
t
h
a
d
r
e
d
u
c
e
d
o
p
e
r
a
t
i
o
n
h
o
u
r
s
t
o
r
e
o
p
e
n
5
d
a
y
s
a
w
e
e
k
.
T
h
e
e
i
g
h
t
c
l
i
n
i
c
s
o
p
e
r
a
t
i
n
g
5
d
a
y
s
a
w
e
e
k
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
3
0
7
0
0
,
5
0
0
7
,
0
1
0
,
0
0
0
7
,
0
1
0
,
5
0
0
7
0
1
0
5
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
187
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
F
o
c
u
s
o
n
q
u
a
l
i
t
y
i
m
p
r
o
v
e
-
m
e
n
t
p
r
a
c
t
i
c
e
s
A
c
c
e
p
t
a
b
l
e
Q
u
a
l
i
t
y
A
s
s
u
r
a
n
c
e
S
t
a
n
-
d
a
r
d
s
a
c
h
i
e
v
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
4
0
1
0
0
0
0
0
0
1
,
5
0
0
0
0
1
,
5
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
n
t
e
r
g
r
a
t
i
o
n
o
f
s
e
r
v
i
c
e
s
F
a
c
i
l
i
t
i
e
s
o
f
f
e
r
o
n
e
s
t
o
p
s
h
o
p
s
e
r
v
i
c
e
e
v
e
r
y
d
a
y
b
y
J
u
n
e
2
0
1
2
R
C
S
3
9
5
0
1
0
0
0
0
0
0
1
,
5
0
0
0
0
1
,
5
0
0
0
0
2
0
0
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
F
a
c
i
l
i
t
a
t
e
t
h
e
s
i
g
n
i
n
g
o
f
t
h
e
2
0
1
1
/
2
0
1
2
S
L
A
A
s
i
g
n
e
d
S
L
A
R
C
S
3
9
6
0
0
0
0
0
C
o
u
n
c
i
l
a
n
d
D
e
p
a
r
t
m
e
n
t
o
f
H
e
a
l
t
h
G
r
a
n
t
.
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
O
f
f
e
r
F
a
m
i
l
y
p
l
a
n
n
i
n
g
a
n
d
H
I
V
t
e
s
t
i
n
g
t
o
r
e
s
i
d
e
n
t
s
o
n
S
a
t
u
r
d
a
y
s
f
r
o
m
C
e
n
t
r
a
l
C
i
t
y
C
l
i
n
i
c
S
a
t
u
r
d
a
y
c
l
i
n
i
c
o
p
e
r
a
t
i
o
n
a
l
b
y
1
s
t
q
u
a
r
t
e
r
o
f
2
0
1
1
/
2
0
1
2
.
R
C
S
3
9
7
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
3
0
0
0
0
0
0
3
2
B
u
i
l
d
n
e
w
M
a
s
o
n
s
C
l
i
n
i
c
F
u
n
c
t
i
o
n
a
l
M
a
s
o
n
s
c
l
i
n
i
c
b
y
e
n
d
o
f
2
0
1
2
?
n
a
n
c
i
a
l
y
e
a
r
.
O
b
t
a
i
n
f
u
n
d
i
n
g
f
o
r
S
u
r
v
e
y
o
r
s
f
e
e
s
R
C
S
3
9
8
2
,
0
0
0
,
0
0
0
0
0
M
I
G
2
9
W
o
o
d
l
a
n
d
s
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
W
o
o
d
-
l
a
n
d
s
C
l
i
n
i
c
R
C
S
3
9
9
1
.
5
0
0
0
0
0
M
I
G
3
2
E
a
s
t
w
o
o
d
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
E
a
s
t
-
w
o
o
d
C
l
i
n
i
c
R
C
S
4
0
0
5
0
0
0
0
0
M
I
G
3
4
K
h
a
n
r
o
a
d
C
l
i
n
i
c
-
u
p
g
r
a
d
e
a
n
d
m
a
i
n
t
e
n
a
n
c
e
U
p
g
r
a
d
e
d
k
h
a
n
R
o
a
d
C
l
i
n
i
c
R
C
S
4
0
1
5
0
0
0
0
0
M
I
G
2
8
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
:
W
i
l
l
o
w
f
o
n
t
e
i
n
C
l
i
n
i
c
R
C
S
4
0
2
3
0
0
,
0
0
0
0
0
M
I
G
1
4
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
I
m
p
i
l
w
e
n
h
l
e
C
l
i
n
i
c
R
C
S
4
0
3
2
0
0
,
0
0
0
0
0
M
I
G
1
3
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
S
i
n
a
t
h
i
n
g
C
l
i
n
i
c
R
C
S
4
0
4
2
0
0
,
0
0
0
0
0
M
I
G
1
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
e
S
i
g
o
d
i
n
i
C
l
i
n
i
c
R
C
S
4
0
5
2
0
0
,
0
0
0
0
0
M
I
G
1
2
C
o
n
s
t
r
u
c
t
i
o
n
o
f
u
M
t
h
o
m
b
o
W
o
l
w
a
z
i
C
r
e
c
h
e
R
C
S
4
0
6
5
0
0
,
0
0
0
0
0
M
I
G
2
9
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
I
n
k
a
z
i
m
u
-
l
o
C
h
i
l
d
C
a
r
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
.
R
C
S
4
0
7
3
0
0
,
0
0
0
0
0
M
I
G
1
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
Z
e
n
z
e
l
e
n
i
P
r
e
-
S
c
h
o
o
l
R
C
S
4
0
8
5
0
0
,
0
0
0
0
0
M
I
G
1
188
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
o
n
s
t
r
c
u
t
i
o
n
o
f
I
s
w
e
l
i
h
l
e
C
r
e
c
h
e
R
C
S
4
0
9
5
0
0
,
0
0
0
0
0
M
I
G
1
5
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
i
t
h
o
l
u
l
w
a
-
z
i
C
r
e
c
h
e
R
C
S
4
1
0
5
0
0
,
0
0
0
0
0
M
I
G
9
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
p
u
m
u
z
a
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
R
C
S
4
1
1
3
0
0
,
0
0
0
0
0
M
I
G
1
C
o
n
s
t
r
u
c
t
i
o
n
o
f
G
o
d
’
s
C
o
m
-
m
u
n
i
t
y
C
r
e
c
h
e
R
C
S
4
1
2
5
0
0
,
0
0
0
0
0
M
I
G
3
5
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
a
k
h
i
s
i
z
w
e
E
C
D
C
e
n
t
r
e
.
R
C
S
4
1
3
5
0
0
,
0
0
0
0
0
M
I
G
1
6
C
o
n
s
t
r
u
c
t
i
o
n
o
f
M
k
h
u
l
e
k
o
C
r
e
c
h
e
R
C
S
4
1
4
5
0
0
,
0
0
0
0
0
M
I
G
2
C
o
n
s
t
r
u
c
t
i
o
n
o
f
I
k
u
s
a
s
e
l
i
h
l
e
D
a
y
C
a
r
e
C
e
n
t
r
e
R
C
S
4
1
5
5
0
0
,
0
0
0
0
0
M
I
G
1
9
C
o
n
s
t
r
u
c
t
i
o
n
o
f
K
u
s
i
l
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
R
C
S
4
1
6
4
0
0
,
0
0
0
0
0
M
I
G
7
C
o
n
s
t
r
u
c
t
i
o
n
o
f
N
s
i
n
d
i
s
-
w
e
n
i
C
h
i
l
d
r
e
n
s
H
o
m
e
R
C
S
4
1
7
4
1
8
,
0
0
0
M
I
G
1
3
R
e
d
u
c
e
H
I
V
p
r
e
v
e
l
a
n
c
e
r
a
t
e
f
r
o
m
4
2
%
t
o
3
5
%
b
y
e
n
d
o
f
2
0
1
3
H
I
V
p
r
e
v
e
l
a
n
c
e
r
e
d
u
c
e
d
t
o
3
5
%
b
y
J
u
n
e
2
0
1
3
R
C
S
4
1
8
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
3
0
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
m
p
r
o
v
e
T
B
c
u
r
e
r
a
t
e
f
r
o
m
7
8
%
t
o
8
5
%
b
y
e
n
d
o
f
2
0
1
2
A
n
8
5
%
c
u
r
e
r
a
t
e
a
c
h
i
e
v
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
4
1
9
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
I
m
p
l
e
m
e
n
t
s
c
a
r
c
e
s
k
i
l
l
s
a
l
-
l
o
w
a
n
c
e
t
o
a
t
t
r
a
c
t
a
n
d
r
e
t
a
i
n
h
e
a
l
t
h
p
r
o
f
e
s
s
i
o
n
a
l
s
b
y
J
u
n
e
2
0
1
2
.
S
c
a
r
c
e
s
h
i
l
l
s
a
l
l
o
w
a
n
c
e
t
o
b
e
i
m
p
l
i
m
e
n
t
e
d
R
C
S
4
2
0
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
E
n
s
u
r
e
t
h
e
m
a
i
n
t
e
n
a
n
c
e
o
f
C
l
i
n
i
c
f
a
c
i
l
i
t
i
e
s
S
e
r
v
i
c
e
l
e
v
e
l
a
g
r
e
e
-
m
e
n
t
w
i
t
h
I
S
i
n
p
l
a
c
e
R
C
S
4
2
1
0
1
,
5
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
0
0
0
2
,
5
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
P
r
o
v
i
d
i
n
g
o
n
g
o
i
n
g
w
o
r
k
e
x
p
e
r
i
e
n
c
e
f
o
r
n
u
r
s
i
n
g
s
t
u
d
e
n
t
s
O
n
g
o
i
n
g
w
o
r
k
e
x
-
p
e
r
i
e
n
c
e
p
r
o
v
i
d
e
d
.
R
C
S
4
2
2
0
0
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
189
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
P
r
o
v
i
d
e
P
H
C
s
t
u
d
y
o
p
-
p
o
r
t
u
n
i
t
i
e
s
f
o
r
R
e
i
s
t
e
r
e
d
N
u
r
s
e
s
a
n
d
B
r
i
d
g
i
n
g
c
o
u
r
s
e
f
o
r
E
n
r
o
l
l
e
d
N
u
r
s
e
s
.
4
R
e
g
i
s
t
e
r
e
d
N
u
r
s
e
s
t
r
a
i
n
e
d
a
n
d
1
E
n
r
o
l
l
e
d
N
u
r
s
e
t
r
a
i
n
e
d
b
y
J
u
n
e
2
0
1
2
R
C
S
4
2
3
0
1
0
0
0
0
0
0
1
0
0
2
0
0
0
1
0
0
5
0
0
0
1
0
0
5
0
0
0
C
l
i
n
i
c
s
a
r
e
i
n
W
a
r
d
s
:
1
0
,
1
1
,
1
2
,
1
4
,
1
8
,
2
3
,
2
4
,
2
6
,
2
9
,
3
0
,
3
1
,
3
2
,
3
4
,
3
5
,
3
6
a
n
d
3
7
H
I
V
&
A
I
D
S
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
-
i
t
y
A
n
t
e
N
a
t
a
l
C
l
i
n
i
c
p
r
e
v
a
l
e
n
c
e
i
s
3
5
.
1
%
.
R
e
d
u
c
t
i
o
n
o
f
n
e
w
H
I
V
i
n
f
e
c
t
i
o
n
s
i
n
M
s
u
n
d
u
z
i
M
u
-
n
i
c
i
p
l
a
i
t
y
a
r
e
a
o
f
j
u
r
i
s
d
i
c
-
t
i
o
n
b
y
5
0
%
C
o
n
d
u
c
t
1
0
E
d
u
c
a
-
t
i
o
n
,
T
r
a
i
n
i
n
g
a
n
d
5
A
w
a
r
e
n
e
s
s
C
a
m
-
p
a
i
g
n
s
f
o
c
u
s
i
n
g
o
n
P
r
e
v
e
n
t
i
o
n
a
n
d
B
e
h
a
v
i
o
u
r
C
h
a
n
g
e
.
-
E
n
s
u
r
e
a
v
a
i
l
a
b
i
l
-
i
t
y
a
n
d
a
c
c
e
s
s
i
b
i
l
-
i
t
y
o
f
c
o
n
d
o
m
s
t
h
r
o
u
g
h
o
u
t
M
s
u
n
-
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
b
y
e
s
t
a
b
l
i
s
h
i
n
g
s
e
c
o
n
d
a
r
y
c
o
n
d
o
m
d
i
s
t
r
i
b
u
t
i
o
n
o
u
t
l
e
t
a
t
a
w
a
r
d
l
e
v
e
l
R
C
S
4
2
4
5
0
0
,
0
0
0
C
o
u
n
c
i
l
E
x
i
s
t
a
n
c
e
o
f
H
o
m
e
b
a
s
e
d
C
a
r
e
p
r
o
-
g
r
a
m
m
e
s
i
n
o
n
l
y
2
8
w
a
r
d
s
i
n
M
s
u
n
d
u
z
i
M
u
n
u
c
i
p
a
l
i
t
y
M
i
t
i
g
a
t
i
n
g
t
h
e
i
m
p
a
c
t
o
f
H
I
V
&
A
I
D
S
b
y
e
n
s
u
r
i
n
g
t
h
a
t
8
0
%
o
f
t
h
e
p
o
p
u
l
a
t
i
o
n
t
h
a
t
i
s
i
n
f
e
c
t
e
d
a
n
d
a
f
f
e
c
t
e
d
r
e
c
e
i
v
e
s
T
r
e
a
t
m
e
n
t
,
C
a
r
e
a
n
d
s
u
p
p
o
r
t
.
C
o
m
m
u
n
i
t
y
p
a
r
t
i
c
i
p
a
i
o
n
i
n
M
s
u
n
d
u
z
i
m
u
n
i
c
i
-
p
a
l
i
t
y
r
e
s
p
o
n
s
e
t
o
H
I
V
&
A
I
D
S
a
i
m
-
i
n
g
a
t
e
r
a
d
i
c
a
t
i
n
g
p
o
v
e
r
t
y
,
p
r
e
v
e
n
-
t
i
o
n
o
f
f
u
r
t
h
e
r
s
p
r
e
a
d
o
f
H
I
V
a
n
d
t
h
e
i
n
t
e
r
v
e
n
t
i
o
n
s
a
v
a
i
l
a
b
l
e
f
o
r
t
h
e
p
e
o
p
l
e
t
h
a
t
a
r
e
H
I
V
i
n
f
e
c
t
e
d
R
C
S
4
2
5
L
O
C
A
L
A
I
D
S
C
O
U
N
C
I
L
e
s
t
a
b
-
l
i
s
h
e
d
,
W
A
R
D
A
I
D
S
C
O
M
M
I
T
T
E
E
S
n
o
n
e
x
i
s
t
e
n
t
a
n
d
O
p
e
r
a
-
t
i
o
n
S
u
k
u
m
a
S
a
k
h
e
i
s
c
u
r
r
e
n
t
l
y
r
u
n
i
n
5
M
u
n
i
c
i
p
a
l
w
a
r
d
s
.
E
s
t
a
b
l
i
s
h
W
a
r
d
A
I
D
S
a
n
d
S
u
k
u
m
a
S
a
k
h
e
C
o
m
m
i
t
t
e
e
s
i
n
a
l
l
3
7
W
a
r
d
s
b
y
S
e
p
t
e
m
-
b
e
r
2
0
1
1
W
a
r
d
A
I
D
S
a
n
d
S
u
k
u
m
a
S
a
k
h
e
C
o
m
m
i
t
t
e
e
s
t
o
b
e
e
s
t
a
b
l
i
s
h
e
d
i
n
a
l
l
3
7
w
a
r
d
s
R
C
S
4
2
6
N
o
m
a
i
n
s
t
e
r
a
m
-
i
n
g
o
f
H
I
V
&
A
I
D
S
p
r
o
g
r
a
m
m
e
s
w
i
t
h
i
n
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
B
u
s
i
n
e
s
s
U
n
i
t
s
E
n
s
u
r
i
n
g
t
h
a
t
m
a
i
n
s
t
e
a
m
-
i
n
g
o
f
H
I
V
&
A
I
D
S
w
i
t
h
i
n
M
s
u
n
d
u
z
i
M
u
n
i
c
i
p
a
l
i
t
y
d
o
e
s
t
a
k
e
p
l
a
c
e
E
n
s
u
r
e
p
l
a
n
n
i
n
g
a
n
d
i
m
p
l
e
m
e
n
-
t
a
t
i
o
n
o
f
H
I
V
&
A
I
D
S
a
c
t
i
v
i
t
i
e
s
i
n
a
l
l
t
h
e
B
u
s
i
n
e
s
s
-
u
n
i
t
s
f
u
n
t
i
o
n
a
l
a
r
e
a
s
.
R
C
S
4
2
7
190
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
L
i
b
r
a
r
y
s
e
r
v
i
c
e
A
c
c
e
p
t
a
b
l
e
·
P
r
e
p
a
r
e
a
n
e
v
a
l
u
a
t
i
o
n
r
e
p
o
r
t
o
n
s
t
a
n
d
a
r
d
o
f
s
e
r
v
i
c
e
f
o
r
a
p
p
r
o
v
a
l
/
N
o
t
i
n
g
O
f
c
o
m
m
i
t
t
e
e
A
p
p
r
o
p
r
i
a
t
e
s
e
r
v
i
c
e
a
n
d
s
e
r
v
i
c
e
l
e
v
e
l
R
C
S
4
2
8
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
a
n
y
a
p
p
r
o
v
e
d
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
R
C
S
4
2
9
S
e
c
u
r
e
a
l
l
l
i
b
r
a
r
y
b
u
i
l
d
i
n
g
s
w
i
t
h
f
e
n
c
i
n
g
,
b
u
r
g
l
a
r
b
a
r
s
a
n
d
a
l
a
r
m
s
R
C
S
4
3
0
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
l
i
b
r
a
r
y
b
u
i
l
d
i
n
g
s
R
C
S
4
3
1
·
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
l
i
b
r
a
r
y
r
e
a
d
e
r
s
h
i
p
r
e
p
o
r
t
f
o
r
a
l
l
l
i
b
r
a
r
i
e
s
R
C
S
4
3
2
·
I
n
c
r
e
a
s
e
l
i
b
r
a
r
y
r
e
a
d
e
r
-
s
h
i
p
a
m
o
n
g
s
t
t
h
e
c
o
m
m
u
-
n
i
t
y
b
y
5
%
R
C
S
4
3
3
I
n
t
e
r
n
e
t
@
y
o
u
r
l
i
b
r
a
r
y
p
r
o
j
e
c
t
R
C
S
4
3
4
1
0
0
,
8
0
0
R
1
0
5
,
8
4
0
R
1
1
1
,
1
3
2
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
3
4
M
o
b
i
l
e
L
i
b
r
a
r
y
U
n
i
t
(
M
L
U
)
C
o
n
d
i
t
i
o
n
a
l
G
r
a
n
t
P
r
o
j
e
c
t
(
L
i
b
r
a
r
y
M
a
t
e
r
i
a
l
s
a
n
d
I
C
T
)
U
m
s
u
n
d
u
z
i
w
a
r
d
(
2
7
)
R
C
S
4
3
5
1
,
0
0
0
,
0
0
0
R
1
,
0
0
0
,
0
0
0
R
1
,
0
0
0
,
0
0
0
0
0
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
2
7
M
a
i
n
t
e
n
a
n
c
e
o
f
C
e
m
e
t
e
r
i
e
s
U
n
a
c
c
e
p
t
a
b
l
e
m
a
i
n
t
e
-
n
a
n
c
e
l
e
v
e
l
s
·
P
r
e
p
a
r
e
a
c
e
m
e
t
e
r
y
m
a
i
n
-
t
e
n
a
n
c
e
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
&
i
m
p
l
e
m
e
n
t
a
t
i
o
n
A
p
p
r
o
p
r
i
a
t
e
s
e
r
v
i
c
e
a
n
d
s
e
r
v
i
c
e
l
e
v
e
l
R
C
S
4
3
4
1
,
0
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
F
e
n
c
i
n
g
o
f
A
z
a
l
e
a
,
s
n
a
t
h
-
i
n
g
a
n
d
W
i
l
l
o
w
f
o
n
t
a
i
n
c
e
m
e
t
o
r
i
e
s
R
C
S
4
3
5
·
I
n
t
r
o
d
u
c
t
i
o
n
o
f
a
n
e
w
f
u
l
l
y
f
u
n
c
t
i
o
n
a
l
c
e
m
e
t
e
r
y
a
t
H
o
l
l
i
n
g
w
o
o
d
R
C
S
4
3
6
1
6
,
0
0
0
,
0
0
0
1
2
2
,
1
4
0
,
1
8
8
0
0
C
r
e
m
a
t
o
r
i
a
U
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
a
c
r
e
m
a
t
o
r
i
a
r
e
f
u
r
b
i
s
h
m
e
n
t
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
A
c
c
e
p
t
a
b
l
e
C
r
e
m
a
-
t
i
o
n
s
e
r
v
i
c
e
R
C
S
4
3
7
·
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
e
x
i
s
t
i
n
g
c
r
e
m
a
t
o
r
i
a
a
c
c
o
r
d
i
n
g
t
o
a
p
-
p
r
o
v
e
d
p
l
a
n
R
C
S
4
3
8
·
P
r
e
p
a
r
e
&
i
m
p
l
e
m
e
n
t
a
c
r
e
m
a
t
o
r
i
a
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
R
C
S
4
3
9
·
N
o
c
r
e
m
a
t
i
o
n
d
e
l
a
y
s
d
u
e
t
o
i
n
s
u
f
?
c
i
e
n
t
g
a
s
s
u
p
p
l
y
R
C
S
4
4
0
191
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
E
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
e
r
v
i
c
e
s
U
n
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
·
P
r
e
p
a
r
e
&
a
p
p
r
o
v
e
a
n
e
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
i
t
e
i
n
s
p
e
c
t
i
o
n
p
l
a
n
s
o
a
s
t
o
e
n
s
u
r
e
f
u
l
l
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
&
b
y
-
l
a
w
s
w
r
t
:
E
f
f
e
c
t
i
v
e
E
n
v
i
-
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
P
l
a
n
b
y
3
0
J
u
n
e
2
0
1
1
R
C
S
4
4
1
2
,
0
0
0
,
0
0
0
2
0
0
0
0
0
0
P
o
l
l
u
t
i
o
n
C
o
n
t
r
o
l
R
e
a
l
t
i
m
e
(
c
o
n
-
t
i
n
u
o
u
s
)
m
o
n
i
t
o
r
-
i
n
g
a
n
d
q
u
a
n
t
i
?
-
c
a
t
i
o
n
o
f
c
r
i
t
e
r
i
a
p
o
l
l
u
t
a
n
t
s
f
r
o
m
a
i
r
p
o
l
l
u
t
i
o
n
m
o
n
i
t
o
r
-
i
n
g
s
t
a
t
i
o
n
s
R
C
S
4
4
2
V
e
c
t
o
r
C
o
n
t
r
o
l
R
C
S
4
4
3
P
l
a
c
e
s
o
f
C
a
r
e
R
C
S
4
4
5
H
e
a
l
t
h
s
u
r
v
e
i
l
l
a
n
c
e
o
f
p
r
e
m
i
s
e
s
R
C
S
4
4
5
W
a
t
e
r
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
.
F
o
o
d
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
a
n
d
s
a
f
e
t
y
R
C
S
4
4
6
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
&
?
n
d
i
n
g
s
R
C
S
4
4
7
N
o
i
s
e
c
o
n
t
r
o
l
R
C
S
4
4
8
T
r
a
n
s
f
e
r
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
s
t
o
U
m
g
u
n
-
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
m
u
-
n
i
c
i
p
a
l
i
t
y
a
s
p
e
r
l
e
g
i
s
l
a
t
i
v
e
r
e
q
u
i
r
e
-
m
e
n
t
P
r
e
-
p
a
r
e
M
O
A
a
n
d
S
L
A
-
o
b
t
a
i
n
f
u
n
d
i
n
g
f
r
o
m
D
i
s
t
r
i
c
t
u
n
t
i
l
s
e
r
v
i
c
e
t
a
k
e
n
o
v
e
r
M
O
A
b
y
3
0
J
u
n
e
2
0
1
1
R
C
S
4
4
9
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
R
C
S
4
5
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
R
C
S
4
5
1
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
R
C
S
4
5
2
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
R
C
S
4
5
3
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
R
C
S
4
5
4
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
R
C
S
4
5
5
T
O
T
A
L
3
4
,
9
1
8
,
8
0
0
7
,
8
0
6
,
3
4
0
4
2
,
7
2
5
,
1
4
0
192
Msunduzi Municipality Integrated Development Plan 2011 – 2016
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
P
R
O
V
I
S
I
O
N
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
1
0
.
P
r
o
t
e
c
t
i
o
n
a
n
d
e
n
h
a
n
c
e
m
e
n
t
o
f
e
n
v
i
r
o
n
m
e
n
t
a
l
a
s
s
e
t
s
a
n
d
n
a
t
u
r
a
l
r
e
s
o
u
r
c
e
s
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
1
0
]
-
E
n
s
u
r
e
p
r
o
p
e
r
m
a
n
a
g
e
m
e
n
t
o
f
m
u
n
i
c
i
p
a
l
c
o
m
m
o
n
a
g
e
a
n
d
u
r
b
a
n
o
p
e
n
s
p
a
c
e
s
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
1
0
]
-
3
.
S
u
s
t
a
i
n
a
b
l
e
e
n
v
i
r
o
n
m
e
n
t
m
a
n
a
g
e
m
e
n
t
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
1
0
]
-
E
x
p
a
n
d
e
d
p
u
b
l
i
c
w
o
r
k
s
e
n
v
i
r
o
n
m
e
n
t
a
l
p
r
o
g
r
a
m
m
e
s
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
M
a
i
n
t
e
n
a
n
c
e
o
f
M
u
n
i
c
i
p
a
l
p
r
o
p
-
e
r
t
y
g
r
o
u
n
d
s
U
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
o
f
p
r
o
p
e
r
t
i
e
s
·
P
r
e
p
a
r
e
a
m
a
s
t
e
r
s
c
h
e
d
u
l
e
o
f
p
r
o
p
e
r
t
i
e
s
M
a
i
n
t
e
n
a
n
c
e
P
l
a
n
C
S
P
4
5
6
2
,
9
0
0
,
0
0
0
2
,
9
0
0
,
0
0
0
2
,
9
0
0
,
0
0
0
0
0
C
o
u
n
c
i
l
A
l
l
·
P
r
e
p
a
r
e
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
-
t
i
o
n
M
a
i
n
t
e
n
a
n
c
e
P
r
o
p
e
r
t
i
e
s
C
S
P
4
5
7
E
x
p
a
n
d
e
d
P
u
b
l
i
c
W
o
r
k
s
P
r
o
g
r
a
m
m
e
i
n
a
d
e
q
u
a
t
e
m
a
i
n
t
e
-
n
a
n
c
e
T
o
e
m
p
l
o
y
1
5
p
e
o
p
l
e
p
e
r
w
a
r
d
f
o
r
m
a
i
n
t
e
n
a
n
c
e
w
o
r
k
A
d
e
q
u
a
t
e
m
a
i
n
-
t
e
n
a
n
c
e
a
n
d
j
o
b
c
r
e
a
t
i
o
n
C
S
P
4
5
8
1
5
,
0
0
0
,
0
0
0
C
O
G
T
A
&
D
O
R
A
A
l
l
w
a
r
d
s
(
1
-
3
7
)
M
u
n
i
c
i
p
a
l
M
a
r
k
e
t
3
n
e
w
c
o
l
d
r
o
o
m
s
,
3
o
l
d
c
o
l
d
r
o
o
m
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
f
a
c
i
l
i
-
t
i
e
s
C
S
P
4
5
9
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
5
0
,
0
0
0
0
0
a
l
l
f
e
n
c
i
n
g
o
l
d
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
n
e
w
f
e
n
c
i
n
g
C
S
P
4
6
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
0
0
w
i
n
d
o
w
s
r
u
s
t
e
d
a
n
d
n
e
e
d
r
e
p
l
a
c
i
n
g
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
w
e
l
l
m
a
i
n
t
a
i
n
e
d
b
u
i
d
k
l
i
n
g
C
S
P
4
6
1
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
9
0
,
0
0
0
0
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
C
S
P
4
6
2
1
0
0
,
0
0
0
1
0
0
,
0
0
0
9
0
,
0
0
0
n
o
s
e
c
u
r
i
t
y
a
t
e
n
-
t
r
a
n
c
e
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
n
e
w
e
n
t
r
a
n
c
e
C
S
P
4
6
3
0
0
1
,
0
0
0
,
0
0
0
0
0
2
t
o
i
l
e
t
b
l
o
c
k
s
v
a
n
-
d
a
l
i
s
e
d
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
p
u
b
l
i
c
t
o
i
l
e
t
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
4
1
0
0
,
0
0
0
0
0
0
0
b
a
n
a
n
a
r
o
o
m
s
l
e
a
k
-
i
n
g
g
a
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
U
p
g
r
a
d
e
d
b
a
n
a
n
a
r
o
o
m
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
5
3
5
0
,
0
0
0
0
0
0
0
1
o
l
d
m
a
c
h
i
n
e
b
r
e
a
k
-
i
n
g
d
o
w
n
f
r
e
q
u
e
n
t
l
y
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
c
l
e
a
n
?
o
o
r
s
C
S
P
4
6
6
7
0
0
,
0
0
0
0
0
0
0
S
e
c
u
r
i
t
y
c
a
m
e
r
a
n
e
e
d
s
u
p
-
g
r
a
d
i
n
g
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
c
a
m
e
r
a
s
i
n
p
l
a
c
e
:
S
e
c
u
r
e
f
a
c
i
l
i
t
i
e
s
C
S
P
4
6
7
1
5
0
,
0
0
0
0
0
0
R
o
a
d
s
n
o
t
r
e
p
a
i
r
e
d
f
o
r
m
a
n
y
y
e
a
r
s
M
a
r
k
e
t
f
a
c
i
l
i
t
i
e
s
a
t
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
r
e
s
u
r
f
a
c
i
n
g
o
f
r
o
a
d
s
C
S
P
4
6
8
0
5
0
0
,
0
0
0
0
0
0
E
n
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
s
e
r
v
i
c
e
s
U
n
a
c
c
e
p
t
a
b
l
e
l
e
v
e
l
P
r
e
p
a
r
e
&
a
p
p
r
o
v
e
a
n
e
n
-
v
i
r
o
n
m
e
n
t
a
l
h
e
a
l
t
h
p
l
a
n
s
o
a
s
t
o
e
n
s
u
r
e
f
u
l
l
c
o
m
p
l
i
a
n
c
e
w
i
t
h
l
e
g
i
s
l
a
t
i
o
n
&
b
y
-
l
a
w
s
w
r
t
:
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
P
l
a
n
b
y
3
0
J
u
n
e
2
0
1
1
.
C
S
P
4
6
9
0
2
0
0
,
0
0
0
0
0
0
V
e
c
t
o
r
C
o
n
t
r
o
l
.
C
o
m
m
u
-
n
i
c
i
a
b
l
e
d
i
s
e
a
s
e
c
o
n
t
r
o
l
.
T
o
b
a
c
c
o
C
o
n
t
r
o
l
.
C
S
P
4
7
0
P
l
a
c
e
s
o
f
C
a
r
e
C
S
P
4
7
1
H
e
a
l
t
h
s
u
r
v
e
i
l
l
a
n
c
e
o
f
p
r
e
m
i
s
e
s
C
S
P
4
7
2
193
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
W
a
t
e
r
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
.
F
o
o
d
q
u
a
l
i
t
y
m
o
n
i
t
o
r
i
n
g
a
n
d
s
a
f
e
t
y
C
S
P
4
7
3
N
o
i
s
e
c
o
n
t
r
o
l
C
S
P
4
7
4
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
&
r
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
&
?
n
d
i
n
g
s
C
S
P
4
7
5
0
0
0
0
0
T
r
a
n
s
f
e
r
E
n
v
i
r
o
n
m
e
n
t
a
l
H
e
a
l
t
h
s
e
r
v
i
c
e
s
t
o
U
m
g
u
n
-
g
u
n
d
l
o
v
u
D
i
s
t
r
i
c
t
m
u
-
n
i
c
i
p
a
l
i
t
y
a
s
p
e
r
l
e
g
i
s
l
a
t
i
v
e
r
e
q
u
i
r
e
-
m
e
n
t
.
P
r
e
p
a
r
e
M
O
A
a
n
d
S
L
A
-
o
b
t
a
i
n
f
u
n
d
i
n
g
f
r
o
m
D
i
s
t
r
i
c
t
u
n
t
i
l
s
e
r
v
i
c
e
t
a
k
e
n
o
v
e
r
M
O
A
b
y
3
0
J
u
n
e
2
0
1
1
C
S
P
4
7
6
0
0
0
0
0
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
C
S
P
4
7
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
S
P
4
7
8
0
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
-
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
S
P
4
7
9
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
-
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
S
P
4
8
0
0
0
0
0
0
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
S
P
4
8
1
0
0
0
0
0
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
C
S
P
4
8
2
0
A
r
t
s
&
C
u
l
t
u
r
e
T
h
e
T
a
t
h
a
m
A
r
t
G
a
l
-
l
e
r
y
i
s
a
N
a
t
i
o
n
a
l
l
y
r
e
c
o
g
n
i
z
e
d
a
s
s
e
t
w
i
t
h
n
o
v
i
s
i
t
o
r
s
’
c
a
r
p
a
r
k
·
P
r
e
p
a
r
e
a
g
a
l
l
e
r
y
u
t
i
l
i
s
a
-
t
i
o
n
p
l
a
n
f
o
r
c
a
r
p
a
r
k
a
n
d
s
c
u
l
p
t
u
r
e
p
a
r
k
I
m
p
r
o
v
e
d
a
r
t
g
a
l
-
l
e
r
y
u
t
i
l
i
s
a
t
i
o
n
C
S
P
4
8
3
0
5
,
0
0
0
,
0
0
0
0
0
0
C
o
u
n
c
i
l
1
0
0
0
0
0
P
r
o
v
i
n
c
e
T
a
t
h
a
m
a
r
t
g
a
l
l
e
r
y
i
s
a
c
i
t
y
m
o
n
u
m
e
n
t
o
f
a
r
c
h
i
t
e
c
t
u
r
a
l
v
a
l
u
e
B
u
i
l
d
i
n
g
m
a
i
n
t
e
n
a
n
c
e
B
u
i
l
d
i
n
g
i
n
g
o
o
d
c
o
n
d
i
t
i
o
n
C
S
P
4
8
4
0
3
0
0
,
0
0
0
0
0
0
V
i
s
u
a
l
A
r
t
s
&
C
r
a
f
t
s
D
e
v
e
l
o
p
-
m
e
n
t
(
W
a
s
t
e
m
a
n
a
g
e
m
e
n
t
)
•
C
o
n
d
u
c
t
t
r
a
i
n
i
n
g
w
o
r
k
-
s
h
o
p
o
n
t
h
e
u
s
e
o
f
r
e
-
c
y
c
l
e
d
m
a
t
e
r
i
a
l
C
S
P
4
8
5
2
5
,
0
0
0
R
3
0
,
0
0
0
R
3
5
,
0
0
0
0
0
K
Z
N
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
a
n
d
C
u
l
t
u
r
e
W
i
n
s
t
o
n
C
h
u
r
c
h
i
l
l
i
s
t
h
e
o
n
l
y
R
e
g
i
o
n
a
l
T
h
e
a
t
r
e
T
o
b
e
u
p
g
r
a
d
e
d
t
o
a
r
e
q
u
i
r
e
d
s
t
a
n
d
a
r
d
o
f
a
n
A
r
t
s
C
e
n
t
r
e
R
e
v
a
m
p
e
d
f
a
c
i
l
i
t
y
m
e
e
t
i
n
g
t
h
e
r
e
-
q
u
i
r
e
d
s
t
a
n
d
a
r
d
s
o
f
A
r
t
s
C
e
n
t
r
e
C
S
P
4
8
6
1
0
,
0
0
0
,
0
0
0
0
0
0
0
N
a
t
i
o
n
a
l
A
r
t
s
a
n
d
C
u
l
t
u
r
e
D
e
p
a
r
t
m
e
n
t
A
l
l
194
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
-
t
i
m
e
C
S
P
4
7
0
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
C
S
P
4
8
8
0
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
-
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
C
S
P
4
8
9
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
-
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
C
S
P
4
9
0
0
0
0
0
0
V
A
R
I
O
U
S
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
C
S
P
4
9
1
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
P
A
R
K
S
A
N
D
R
E
C
R
E
A
T
I
O
N
P
r
o
v
i
s
i
o
n
o
f
N
e
w
P
a
r
k
s
L
a
c
k
o
f
P
a
r
k
s
i
n
G
r
e
a
t
e
r
E
d
e
n
d
a
l
e
P
o
v
i
s
i
o
n
o
f
N
e
w
P
a
r
k
s
i
n
E
d
e
n
d
a
l
e
C
o
m
m
u
n
t
i
e
s
t
o
h
a
v
e
a
c
c
e
s
s
t
o
P
a
r
k
s
C
S
P
4
9
2
0
3
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
2
/
2
0
,
1
5
/
1
7
M
a
n
a
g
e
m
e
n
t
o
f
g
r
a
s
s
-
c
u
t
t
i
n
g
t
h
r
o
u
g
h
o
u
t
t
h
e
c
i
t
y
P
o
o
r
s
e
r
v
i
c
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
m
a
i
n
t
a
i
n
a
n
c
e
p
l
a
n
f
o
r
g
r
a
s
s
-
c
u
t
t
i
n
g
A
l
l
a
r
e
a
s
t
h
a
t
r
e
q
u
i
r
e
g
r
a
s
s
-
c
u
t
t
i
n
g
t
o
b
e
m
a
i
n
t
a
i
n
e
d
t
o
a
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
C
S
P
4
9
3
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
L
L
P
a
r
k
s
a
n
d
o
p
e
n
s
p
a
c
e
s
e
q
u
i
p
-
m
e
n
t
A
l
l
p
l
a
y
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
r
e
q
u
i
r
e
u
p
g
r
a
d
i
n
g
R
e
f
u
r
b
i
s
h
a
l
l
P
l
a
y
g
r
o
u
n
d
E
q
u
i
p
m
e
n
t
A
l
l
p
l
a
y
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
p
r
o
p
-
e
r
l
y
m
a
i
n
t
a
i
n
e
d
C
S
P
4
9
4
1
,
0
0
0
,
0
0
0
3
0
0
,
0
0
0
3
0
0
,
0
0
0
3
0
0
0
0
0
1
0
0
0
0
0
A
L
L
P
u
r
c
h
a
s
e
s
p
e
c
i
a
l
i
s
e
d
e
q
u
i
p
-
m
e
n
t
t
o
c
u
t
g
r
a
s
s
P
r
o
p
e
r
e
q
u
i
p
m
e
n
t
t
o
c
u
t
g
r
a
s
s
C
S
P
4
9
5
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
l
l
S
p
o
r
t
s
a
n
d
r
e
c
r
e
-
a
t
i
o
n
f
a
c
i
l
i
t
i
e
s
U
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
-
t
i
o
n
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
m
a
i
n
t
e
n
a
n
c
e
p
l
a
n
t
o
r
e
f
u
r
-
b
i
s
h
s
p
o
r
t
s
a
n
d
r
e
c
r
e
a
t
i
o
n
f
a
c
i
l
i
t
i
e
s
A
l
l
S
p
o
r
t
a
n
d
R
e
c
r
e
a
t
i
o
n
f
a
c
i
l
i
-
t
i
e
s
m
a
i
n
t
a
i
n
e
d
t
o
a
n
a
c
c
e
p
t
a
b
l
e
c
o
n
d
i
t
i
o
n
C
S
P
4
9
6
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
0
C
o
u
n
c
i
l
A
l
l
R
e
g
i
o
n
a
l
P
a
r
k
s
a
n
d
S
p
o
r
t
s
F
a
c
i
l
i
t
i
e
s
L
a
c
k
o
f
P
a
r
k
s
a
n
d
p
a
s
s
i
v
e
r
e
c
r
e
a
t
i
o
n
R
e
v
i
t
a
l
a
s
i
o
n
o
f
A
l
e
x
a
n
d
r
a
P
a
r
k
W
e
l
l
m
a
i
n
t
a
i
n
e
d
a
n
d
u
t
l
i
z
e
d
P
a
r
k
s
C
S
P
4
9
7
3
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
2
7
O
n
l
y
o
n
e
i
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
(
Y
M
C
A
)
I
n
d
o
o
r
S
p
o
r
t
s
F
a
c
i
l
i
t
y
T
w
o
i
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
t
o
c
a
t
e
r
f
o
r
i
n
d
o
o
r
s
p
o
r
t
s
C
S
P
4
9
8
0
5
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
o
n
s
t
r
u
c
t
i
o
n
o
f
C
a
l
u
z
a
S
p
o
r
t
s
F
a
c
i
l
i
t
y
C
S
P
4
9
9
2
,
5
2
0
,
0
0
0
3
,
1
8
0
,
0
0
0
2
0
195
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
t
h
l
e
t
i
c
s
T
r
a
c
k
C
S
P
5
0
0
2
,
0
0
0
,
0
0
0
A
t
h
l
e
t
i
c
s
S
A
(
R
2
m
)
;
S
&
R
(
R
2
.
5
m
)
;
(
M
I
G
R
1
0
m
)
N
o
A
t
h
l
e
t
i
c
s
T
r
a
c
k
i
n
M
s
u
n
d
u
z
i
A
t
h
l
e
t
i
c
s
T
r
a
c
k
A
t
h
l
e
t
i
c
s
T
r
a
c
k
s
f
o
r
a
t
h
l
e
t
i
c
s
2
,
5
0
0
,
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
6
,
7
5
0
,
0
0
0
T
h
e
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
i
n
V
u
l
i
n
d
e
l
a
n
o
t
m
a
i
n
t
a
i
n
e
d
,
r
e
s
u
l
t
-
i
n
g
i
n
d
e
t
e
r
i
o
r
a
t
i
o
n
R
e
f
u
r
b
i
s
h
S
p
o
r
t
s
F
a
c
i
l
i
t
i
e
s
V
u
l
i
n
d
e
l
a
O
n
e
p
r
o
p
e
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
i
n
e
a
c
h
w
a
r
d
i
n
V
u
l
i
n
d
l
e
l
a
C
S
P
5
0
1
3
0
0
0
0
0
5
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
2
,
3
,
4
,
5
,
6
,
7
,
8
,
9
H
a
l
l
s
d
e
t
e
r
i
o
r
a
t
i
n
g
d
u
e
t
o
l
a
c
k
o
f
m
a
i
n
-
t
e
n
a
n
c
e
R
e
f
u
r
b
i
s
h
H
a
l
l
s
i
n
V
u
l
i
n
d
l
e
l
a
A
l
l
h
a
l
l
s
p
r
o
p
e
r
l
y
m
a
i
n
t
a
i
n
e
d
C
S
P
5
0
2
3
0
0
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
2
,
3
,
4
,
5
,
6
,
7
,
8
,
9
T
O
T
A
L
1
8
,
3
0
0
,
0
0
0
3
7
,
2
1
0
,
0
0
0
2
0
,
4
8
5
,
0
0
0
1
6
,
1
8
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
P
U
B
L
I
C
S
A
F
E
T
Y
,
E
N
F
O
R
C
E
M
E
N
T
A
N
D
D
I
S
A
S
T
E
R
M
A
N
A
G
E
M
E
N
T
P
l
a
n
3
:
S
a
f
e
H
e
a
l
t
h
y
a
n
d
S
e
c
u
r
e
E
n
v
i
r
o
m
e
n
t
(
e
n
v
i
r
o
m
e
n
t
a
l
h
e
a
l
t
h
a
n
d
p
u
b
l
i
c
s
a
f
e
t
y
)
C
i
t
y
G
o
a
l
/
s
:
A
S
a
f
e
c
i
t
y
,
w
i
t
h
l
o
w
c
r
i
m
e
l
e
v
e
s
a
n
d
q
u
a
l
i
t
y
l
i
v
i
n
g
a
r
e
a
s
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
:
3
.
A
l
l
p
e
o
p
l
e
i
n
S
o
u
t
h
A
f
r
i
c
a
p
r
o
t
e
c
t
e
d
a
n
d
f
e
e
l
s
a
f
e
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
:
[
N
O
.
3
]
-
I
m
p
r
o
v
i
n
g
c
o
l
l
a
b
o
r
a
t
i
o
n
w
i
t
h
S
A
P
S
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
:
[
N
O
.
3
]
-
2
.
A
n
e
f
f
e
c
t
i
v
e
a
n
d
i
n
t
e
g
r
a
t
e
d
c
r
i
m
i
n
a
l
j
u
s
t
i
c
e
s
y
s
t
e
m
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
:
[
N
O
.
3
]
-
I
C
T
r
e
n
e
w
a
l
i
n
j
u
s
t
i
c
e
c
l
u
s
t
e
r
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
:
S
o
c
i
a
l
a
n
d
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
V
i
s
i
b
l
e
p
o
l
i
c
i
n
g
P
o
o
r
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
a
p
o
l
i
c
i
n
g
p
l
a
n
f
o
r
a
p
p
r
o
v
a
l
V
i
s
i
b
l
e
p
o
l
i
c
i
n
g
P
S
D
M
5
0
3
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
a
n
d
r
e
p
o
r
t
R
e
c
o
v
e
r
y
o
f
T
r
a
f
-
?
c
?
n
e
s
L
o
w
r
e
c
o
v
e
r
y
r
a
t
e
S
u
m
m
o
n
s
e
s
;
.
·
C
o
n
d
u
c
t
w
e
e
k
l
y
r
o
a
d
b
l
o
c
k
s
v
i
a
n
u
m
b
e
r
p
l
a
t
e
r
e
c
o
g
n
i
t
i
o
n
s
y
s
t
e
m
E
f
f
e
c
t
i
v
e
r
e
c
o
v
e
r
y
m
e
a
s
u
r
e
s
i
n
p
l
a
c
e
P
S
D
M
5
0
4
0
0
0
0
0
·
W
e
e
k
l
y
r
e
p
o
r
t
o
n
r
e
v
e
n
u
e
c
o
l
l
e
c
t
i
o
n
T
o
p
r
i
n
t
W
a
r
r
a
n
t
s
o
f
a
r
-
r
e
s
t
s
;
C
o
u
r
t
R
o
l
l
s
A
n
d
N
o
t
i
c
e
s
b
e
f
o
r
e
C
o
u
r
t
A
p
p
e
a
r
a
n
c
e
H
e
a
v
y
P
r
i
n
t
i
n
g
M
a
c
h
i
n
e
s
P
S
D
M
5
0
5
9
0
0
,
0
0
0
0
0
0
0
L
i
c
e
n
s
i
n
g
s
e
r
v
i
c
e
U
n
a
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
·
P
r
e
p
a
r
e
p
l
a
n
f
o
r
s
e
r
v
i
c
e
u
p
g
r
a
d
e
.
A
c
c
e
p
t
a
b
l
e
s
e
r
v
i
c
e
P
S
D
M
5
0
6
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
P
u
b
l
i
c
S
a
f
e
t
y
P
o
o
r
p
u
b
l
i
c
s
a
f
e
t
y
m
e
a
s
u
r
e
s
L
a
c
k
o
f
P
u
b
l
i
c
S
a
f
e
t
y
P
l
a
n
·
P
r
e
p
a
r
e
a
P
u
b
l
i
c
S
a
f
e
t
y
r
e
a
c
t
i
o
n
p
l
a
n
w
i
t
h
S
a
f
e
C
i
t
y
a
n
d
S
A
P
D
e
v
e
l
o
p
e
d
m
a
i
n
-
t
a
i
n
e
d
a
c
t
i
o
n
p
l
a
n
s
P
S
D
M
5
0
7
0
0
0
0
0
·
I
m
p
l
e
m
e
n
t
p
l
a
n
196
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
I
m
p
r
o
v
e
T
r
a
f
?
c
&
S
e
c
u
r
i
t
y
S
e
r
-
v
i
c
e
s
t
o
I
m
b
a
l
i
&
N
o
r
t
h
d
a
l
e
T
o
D
e
c
e
n
t
r
a
l
i
z
e
T
r
a
f
?
c
&
S
e
c
u
t
i
t
y
S
e
r
v
i
c
e
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
T
r
a
f
?
c
&
S
e
r
c
u
-
r
i
t
y
S
e
r
v
i
c
e
s
P
S
D
M
5
0
8
1
0
0
0
0
0
0
4
0
0
,
0
0
0
2
0
0
,
0
0
0
1
0
0
,
0
0
0
1
0
0
,
0
0
0
C
N
L
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
m
e
n
t
T
w
o
W
a
y
R
a
d
i
o
s
T
o
a
c
q
u
i
r
e
s
p
e
c
i
a
l
-
i
z
e
d
T
r
a
f
?
c
E
q
u
i
p
-
m
e
n
t
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
-
m
e
n
t
T
w
o
W
a
y
R
a
d
i
o
s
P
S
D
M
5
0
9
2
5
0
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
1
0
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
t
o
e
x
i
s
t
-
i
n
g
E
n
t
r
a
n
c
e
T
o
s
e
c
u
r
e
T
h
e
T
r
a
f
?
c
&
S
e
c
u
t
i
t
y
H
Q
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
T
r
a
f
?
c
S
e
c
u
r
i
t
y
P
S
D
M
5
1
0
1
0
0
0
0
0
2
5
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
A
c
q
u
i
s
i
t
i
o
n
o
f
n
e
w
n
e
w
m
e
t
e
r
s
f
o
r
t
r
a
f
?
c
O
f
?
c
e
r
s
T
o
s
c
r
e
e
n
a
t
l
e
a
s
t
1
0
0
0
p
e
r
q
u
a
r
t
e
r
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
a
l
c
o
m
e
t
e
r
s
P
S
D
M
5
1
1
1
0
0
0
0
0
1
0
0
,
0
0
0
n
i
l
n
i
l
C
N
L
R
e
p
l
a
c
e
C
r
i
t
i
c
a
l
F
l
e
e
t
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
M
o
t
o
r
V
e
h
i
c
l
e
s
f
o
r
T
r
a
f
?
c
a
n
d
s
e
c
u
-
r
i
t
y
P
S
D
M
5
1
2
2
0
0
0
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
1
5
0
,
0
0
0
C
N
L
C
r
i
t
i
c
a
l
T
r
a
f
?
c
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
n
e
w
s
p
e
e
d
c
a
m
e
r
a
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
s
p
e
e
d
c
a
m
e
r
a
s
P
S
D
M
5
1
3
2
5
0
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
C
N
L
I
m
p
r
o
v
e
T
r
a
f
?
c
&
S
e
c
u
r
i
t
y
S
e
r
-
v
i
c
e
s
t
o
I
m
b
a
l
i
&
N
o
r
t
h
d
a
l
e
C
o
m
p
u
t
e
r
i
z
e
s
a
t
e
l
-
l
i
t
e
o
f
?
c
e
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
C
o
m
p
u
t
e
r
s
P
S
D
M
5
1
4
2
5
0
0
0
0
2
0
0
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
i
m
p
r
o
v
e
T
r
a
f
?
c
C
o
n
t
r
o
l
i
n
t
h
e
C
B
D
E
m
p
l
o
y
m
e
n
t
o
f
T
r
a
f
?
c
w
a
r
d
e
n
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
E
m
p
l
o
y
m
e
n
t
o
f
2
0
N
e
w
T
r
a
f
?
c
W
a
r
d
e
n
s
P
S
D
M
5
1
5
2
5
0
0
0
0
0
2
,
5
0
0
,
0
0
0
n
i
l
n
i
l
n
i
l
C
N
L
I
m
p
r
o
v
e
t
h
e
S
a
f
e
-
t
y
a
n
d
s
e
l
f
d
e
f
e
n
c
e
o
f
t
h
e
T
r
a
f
?
c
a
n
d
S
e
c
u
r
i
t
y
O
f
?
c
e
r
s
T
o
a
c
q
u
i
r
e
n
e
w
F
i
r
e
A
r
m
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
N
e
w
F
i
r
e
A
r
m
s
f
o
r
T
r
a
f
?
c
a
n
d
S
e
c
u
r
i
t
y
P
S
D
M
5
1
6
2
5
0
0
0
0
2
5
0
,
0
0
0
2
5
0
,
0
0
0
n
i
l
n
i
l
C
N
L
I
m
p
r
o
v
e
t
h
e
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
t
h
r
o
u
g
h
o
u
t
t
h
e
M
s
u
n
d
u
z
i
a
r
e
a
E
m
p
l
o
y
m
e
n
t
o
f
T
r
a
f
?
c
O
f
?
c
e
r
s
B
a
s
i
c
&
S
u
s
t
a
i
n
a
b
l
e
S
e
r
-
v
i
c
e
s
D
e
l
i
v
e
r
y
E
m
p
l
o
y
m
e
n
t
o
f
Q
u
a
l
i
-
?
e
d
/
N
e
w
T
r
a
f
?
c
O
f
?
c
e
r
s
P
S
D
M
5
1
7
4
5
0
0
0
0
0
n
i
l
n
i
l
n
i
l
n
i
l
C
N
L
T
h
e
e
x
i
s
t
i
n
g
R
a
d
i
o
s
a
r
e
a
c
h
a
l
l
e
n
g
e
t
o
t
h
e
L
a
w
e
n
f
o
r
c
e
m
e
n
t
o
f
?
c
e
r
s
.
F
o
r
b
o
t
h
T
r
a
f
?
c
S
e
r
v
i
c
e
s
&
P
u
b
l
i
c
S
a
f
e
t
y
t
o
o
p
e
r
a
t
e
e
f
f
e
c
t
i
v
e
l
y
T
w
o
-
w
a
y
P
u
b
l
i
c
R
a
d
i
o
s
P
S
D
M
5
1
8
0
0
0
0
0
F
i
r
e
F
i
g
h
t
i
n
g
S
e
r
v
i
c
e
U
p
g
r
a
d
e
S
e
r
v
i
c
e
l
e
v
e
l
s
·
D
e
v
e
l
o
p
S
L
A
`
s
U
p
g
r
a
d
e
S
e
r
v
i
c
e
L
e
v
e
l
A
g
r
e
e
m
e
n
t
s
P
S
D
M
5
1
9
0
0
0
0
0
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
a
u
d
i
t
r
e
n
o
n
-
c
o
m
p
l
i
a
n
c
e
w
i
t
h
?
r
e
,
r
e
s
c
u
e
&
d
i
s
a
s
t
e
r
m
a
n
a
g
e
m
e
n
t
l
e
g
i
s
l
a
t
i
o
n
R
e
q
u
i
r
e
d
f
o
r
t
h
e
e
f
f
e
c
t
i
v
e
r
u
n
n
i
n
g
o
f
t
h
i
s
e
m
e
r
g
e
n
c
y
s
e
r
v
i
c
e
.
U
p
g
r
a
d
e
o
f
P
A
B
X
s
y
s
t
e
m
i
n
F
i
r
e
a
n
d
R
e
s
c
u
e
S
e
r
v
i
c
e
s
C
r
i
s
i
s
C
o
n
t
r
o
l
C
e
n
t
r
e
.
P
S
D
M
5
2
0
0
0
0
0
0
C
o
u
n
c
i
l
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
E
m
e
r
g
e
n
c
y
C
o
n
t
r
o
l
F
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
C
o
m
m
u
n
i
c
a
t
i
o
n
F
a
c
i
l
i
t
y
i
n
a
E
m
e
r
g
e
c
n
y
S
e
r
v
i
c
e
s
C
o
n
t
r
o
l
C
e
n
t
r
e
U
p
g
r
a
d
e
f
o
r
E
m
e
r
-
g
e
n
c
y
C
o
m
m
a
n
d
C
o
n
t
r
o
l
C
e
n
t
r
e
P
S
D
M
5
2
1
1
0
0
0
0
0
0
C
N
L
197
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
C
r
i
t
i
c
a
l
?
r
e
?
g
h
t
-
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
F
i
r
e
F
i
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
f
o
r
H
a
z
a
r
d
o
u
s
M
a
t
e
r
i
a
l
s
R
e
s
p
o
n
s
e
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
S
D
M
5
2
2
2
5
0
,
0
0
0
C
N
L
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
F
a
c
i
l
i
t
y
T
o
s
e
c
u
r
e
c
o
u
n
c
i
l
P
r
o
p
e
r
t
y
P
a
r
k
i
n
g
F
a
c
i
l
i
t
y
f
o
r
F
i
r
e
E
n
g
i
n
e
s
a
t
C
e
n
-
t
r
a
l
F
i
r
e
S
t
a
t
i
o
n
P
S
D
M
5
2
3
8
0
0
,
0
0
0
C
N
L
N
e
w
N
o
r
t
h
d
a
l
e
F
i
r
e
S
t
a
t
i
o
n
T
o
d
e
c
e
n
t
r
a
l
i
s
e
F
i
r
e
S
t
a
-
t
i
o
n
s
I
m
p
r
o
v
e
d
?
r
e
&
r
e
s
c
u
e
r
e
s
p
o
n
s
e
t
o
N
o
r
t
h
d
a
l
e
a
r
e
a
P
S
D
M
5
2
4
8
0
0
,
0
0
0
0
0
0
0
C
N
L
S
t
a
t
i
o
n
S
e
c
u
r
i
t
y
T
o
s
e
c
u
r
e
c
o
u
n
c
i
l
P
r
o
p
e
r
t
y
N
e
w
e
n
t
r
a
n
c
e
c
o
n
t
r
o
l
a
t
c
e
n
t
r
a
l
?
r
e
s
t
a
t
i
o
n
P
S
D
M
5
2
5
1
5
0
,
0
0
0
0
0
0
0
C
N
L
E
s
t
a
b
l
i
s
h
A
i
r
c
r
a
f
t
F
i
r
e
?
g
h
t
i
n
g
t
r
a
i
n
-
i
n
g
f
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
f
a
c
i
l
i
t
y
f
o
r
t
h
e
A
i
r
p
o
r
t
F
i
r
e
?
g
h
t
e
r
s
t
o
e
n
s
u
r
e
c
o
m
p
l
i
a
n
c
e
w
i
t
h
S
A
C
A
A
A
i
r
c
r
a
f
t
F
i
r
e
?
g
h
t
i
n
g
T
r
a
i
n
i
n
g
F
a
c
i
l
i
t
y
P
G
D
M
S
5
2
6
9
5
0
0
0
0
C
r
i
t
i
c
a
l
B
r
e
a
t
h
i
n
g
A
p
p
a
r
a
t
u
s
?
r
e
-
?
g
h
t
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
B
r
e
a
t
h
n
g
A
p
p
a
r
a
t
u
s
E
q
u
i
p
-
m
e
n
t
f
o
r
F
i
r
e
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
B
A
F
i
r
e
?
g
h
t
-
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
2
7
5
0
0
0
0
5
0
0
0
0
N
e
w
V
u
l
i
n
d
l
e
l
a
F
i
r
e
S
t
a
t
i
o
n
T
o
d
e
c
e
n
t
r
a
l
i
s
e
F
i
r
e
S
t
a
-
t
i
o
n
s
I
m
p
r
o
v
e
d
?
r
e
&
r
e
s
c
u
e
r
e
s
p
o
n
s
e
t
o
V
u
l
i
n
d
l
e
l
a
a
r
e
a
P
G
D
M
S
5
2
8
3
5
0
0
0
0
0
4
x
4
?
r
e
?
g
h
t
i
n
g
u
n
i
t
w
i
t
h
e
q
u
i
p
-
m
e
n
t
f
o
r
V
u
l
i
n
d
l
e
-
l
a
F
i
r
e
S
t
a
t
i
o
n
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
R
e
p
l
a
c
e
d
C
r
i
t
i
c
a
l
F
l
e
e
t
P
G
D
M
S
5
2
9
3
5
0
0
0
0
0
E
s
t
a
b
l
i
s
h
n
e
w
?
r
e
?
g
h
t
e
r
t
r
a
i
n
i
n
g
f
a
c
i
l
i
t
y
a
t
O
r
i
b
i
F
i
r
e
S
t
a
t
i
o
n
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
t
r
a
i
n
-
i
n
g
f
a
c
i
l
i
t
y
f
o
r
F
i
r
e
?
g
h
t
e
r
s
N
e
w
T
r
a
i
n
i
n
g
F
a
c
i
l
i
t
y
a
t
O
r
i
b
i
F
i
r
e
S
t
a
t
i
o
n
P
G
D
M
S
5
3
0
1
0
0
0
0
0
0
2
x
P
o
r
t
a
b
l
e
p
u
m
p
f
o
r
?
r
e
?
g
h
t
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
P
o
r
t
a
b
l
e
P
u
m
p
s
f
o
r
F
i
r
e
-
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
1
2
0
0
0
0
0
2
x
J
a
w
s
o
f
l
i
f
e
f
o
r
?
r
e
?
g
h
t
i
n
g
T
o
a
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
J
a
w
s
o
f
l
i
f
e
f
o
r
F
i
r
e
?
g
h
t
i
n
g
&
R
e
s
c
u
e
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
2
3
0
0
0
0
0
0
3
0
0
0
0
0
3
0
0
0
0
0
4
x
4
b
u
s
h
?
r
e
?
g
h
t
-
i
n
g
u
n
i
t
T
o
r
e
p
l
a
c
e
c
r
i
t
i
c
a
l
?
e
e
t
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
S
5
3
3
8
0
0
0
0
0
8
0
0
0
0
0
8
0
0
0
0
0
n
e
w
c
o
m
p
u
t
e
r
s
C
o
m
p
u
t
e
r
s
r
e
p
l
a
c
e
d
c
o
m
p
u
t
e
r
s
P
G
D
M
S
5
3
4
1
0
0
0
0
0
S
p
e
c
i
a
l
i
s
e
d
H
y
d
r
a
u
l
i
c
a
n
d
P
n
e
u
m
a
t
i
c
R
e
s
c
u
e
t
o
o
l
s
f
o
r
?
r
e
?
g
h
t
-
i
n
g
e
q
u
i
p
m
e
n
t
T
o
A
c
q
u
i
r
e
S
p
e
c
i
a
l
i
s
e
d
R
e
s
-
c
u
e
T
o
o
l
s
f
o
r
F
i
r
e
?
g
h
t
i
n
g
C
r
i
t
i
c
a
l
F
i
r
e
?
g
h
t
i
n
g
E
q
u
i
p
m
e
n
t
P
G
D
M
3
5
S
5
2
0
0
0
0
0
5
0
0
0
0
2
x
J
a
w
s
o
f
l
i
f
e
f
o
r
?
r
e
?
g
h
t
i
n
g
4
x
4
b
u
s
h
?
r
e
?
g
h
t
-
i
n
g
u
n
i
t
N
e
w
p
o
r
t
a
b
l
e
a
n
d
m
o
b
i
l
e
r
a
d
i
o
s
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
R
a
d
i
o
C
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
?
r
e
s
e
r
v
i
c
e
N
e
w
m
o
b
i
l
e
a
n
d
p
o
r
t
a
b
l
e
r
a
d
i
o
s
P
G
D
M
S
5
3
6
5
0
0
0
0
198
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
U
p
g
r
a
d
e
t
o
E
x
i
s
t
-
i
n
g
E
m
e
r
g
e
n
c
y
C
o
n
t
r
o
l
F
a
c
i
l
i
t
y
T
o
i
m
p
r
o
v
e
e
x
i
s
t
i
n
g
C
o
m
m
u
n
i
c
a
t
i
o
n
F
a
c
i
l
i
t
y
i
n
a
E
m
e
r
g
e
c
n
y
S
e
r
v
i
c
e
s
C
o
n
t
r
o
l
C
e
n
t
r
e
U
p
g
r
a
d
e
f
o
r
E
m
e
r
-
g
e
n
c
y
C
o
m
m
a
n
d
C
o
n
t
r
o
l
C
e
n
t
r
e
P
G
D
M
S
5
3
7
1
5
0
0
0
0
D
i
s
a
s
t
e
r
M
a
n
a
g
e
-
m
e
n
t
U
n
s
u
p
p
o
r
t
e
d
D
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
s
.
G
e
t
a
n
o
p
-
e
r
a
t
i
o
n
a
l
r
e
s
p
o
n
s
e
p
l
a
n
i
n
p
l
a
c
e
.
·
D
e
v
e
l
o
p
D
i
s
a
s
t
e
r
r
e
c
o
v
-
e
r
y
p
l
a
n
s
f
o
r
a
p
p
r
o
v
a
l
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
D
e
v
e
l
o
p
D
i
s
a
s
t
e
r
D
a
t
a
b
a
s
e
a
n
d
f
o
s
t
e
r
r
e
l
a
t
i
n
s
h
i
p
s
w
i
t
h
o
t
h
e
r
e
m
e
r
g
e
n
c
y
u
n
i
t
s
a
n
d
d
e
p
a
r
t
m
e
n
t
s
.
U
p
d
a
t
e
d
D
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
p
l
a
n
s
.
U
p
-
d
a
t
e
d
c
r
i
s
i
s
r
e
s
p
o
n
s
e
p
r
o
t
o
c
o
l
a
n
d
d
a
t
a
b
a
s
e
.
D
e
v
e
l
o
p
a
c
o
m
p
l
e
t
e
r
i
s
k
a
n
a
l
y
s
i
s
w
i
t
h
a
l
l
h
i
s
t
o
r
i
c
e
v
e
n
t
s
a
n
d
p
o
t
e
n
t
i
a
l
t
h
r
e
a
t
s
E
s
t
a
b
l
i
s
h
a
L
D
M
A
F
t
h
a
t
c
a
n
d
e
v
e
l
o
p
t
h
e
D
i
s
a
s
t
e
r
M
a
n
a
g
m
e
n
t
P
l
a
n
o
n
c
e
t
h
e
r
i
s
k
a
s
-
s
i
s
s
e
m
e
n
t
i
s
c
o
m
p
l
e
t
e
.
A
n
E
v
e
n
t
S
a
f
e
t
y
P
o
l
i
c
y
t
h
a
t
c
a
n
b
e
e
n
f
o
r
c
e
d
s
u
p
p
o
r
t
e
d
b
y
t
h
e
n
e
c
e
s
s
a
r
y
b
y
l
a
w
s
a
n
d
s
t
a
f
f
.
P
G
D
M
S
5
3
8
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
D
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
B
u
d
g
e
t
A
l
l
w
a
r
d
s
L
a
c
k
o
f
d
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
P
l
a
n
.
O
u
t
d
a
t
e
d
D
i
s
a
s
t
e
r
M
a
n
a
g
e
m
e
n
t
P
l
a
n
1
.
D
o
a
r
i
s
k
a
s
s
e
s
m
e
n
t
p
e
r
w
a
r
d
·
D
e
v
e
l
o
p
S
L
A
w
i
t
h
S
a
f
e
C
i
t
y
&
P
u
b
l
i
c
S
a
f
e
t
y
f
o
r
d
i
s
a
s
t
e
r
r
e
c
o
v
e
r
y
a
r
-
r
a
n
g
e
m
e
n
t
s
P
S
D
M
5
3
9
E
v
e
n
t
s
a
f
e
t
y
s
i
n
c
e
n
e
w
l
a
w
s
a
r
e
i
n
p
l
a
c
e
T
o
d
e
v
e
l
o
p
a
n
e
v
e
n
t
s
a
f
e
t
y
p
o
l
i
c
y
p
e
r
t
a
i
n
g
t
o
a
l
l
e
v
e
n
t
s
h
e
l
d
w
i
t
h
i
n
t
h
e
c
i
t
y
P
S
D
M
5
4
0
C
r
i
m
e
p
r
e
v
e
n
t
i
o
n
P
o
o
r
s
u
p
p
o
r
t
·
R
u
n
S
a
f
e
C
i
t
y
D
e
v
e
l
o
p
-
m
e
n
t
C
o
m
m
i
t
t
e
e
w
i
t
h
A
g
e
n
d
a
s
,
M
i
n
u
t
e
s
V
i
a
b
l
e
e
n
t
i
t
y
P
S
D
M
5
4
1
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
0
0
0
·
C
o
n
s
i
d
e
r
S
L
A
r
e
p
o
r
t
·
R
e
d
u
c
t
i
o
n
o
f
i
n
c
i
d
e
n
t
s
r
e
l
a
t
e
d
t
o
c
r
i
m
e
s
o
f
t
h
e
f
t
&
a
b
u
s
e
o
f
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
b
y
5
%
O
v
e
r
t
i
m
e
U
n
k
n
o
w
n
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
&
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
t
h
e
r
e
f
r
o
m
w
i
t
h
r
e
a
s
o
n
C
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
P
S
D
M
5
4
2
0
0
0
0
B
u
d
g
e
t
U
n
k
n
o
w
n
·
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
B
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
P
S
D
M
5
4
3
0
0
0
0
·
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
P
S
D
M
5
4
4
199
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
N
o
n
e
x
i
s
t
e
n
t
·
C
r
e
a
t
e
t
h
e
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
&
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
i
n
t
e
r
m
s
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
t
e
m
p
l
a
t
e
A
s
s
e
t
s
c
o
n
t
r
o
l
l
e
d
P
S
D
M
5
4
5
0
0
0
0
·
A
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
t
o
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
i
n
t
e
r
m
s
o
f
t
e
m
p
l
a
t
e
P
S
D
M
5
4
6
·
N
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
b
y
A
u
d
i
t
o
r
G
e
n
e
r
a
l
T
O
T
A
L
4
,
4
0
0
,
0
0
0
7
,
4
2
5
,
0
0
0
0
0
0
200
Msunduzi Municipality Integrated Development Plan 2011 – 2016
S
E
C
T
I
O
N
G
:
P
R
O
J
E
C
T
S
L
I
S
T
F
O
R
2
0
1
1
/
2
0
1
2
T
h
e
l
i
s
t
o
f
p
r
o
j
e
c
t
s
b
e
l
o
w
p
r
o
v
i
d
e
a
l
i
s
t
o
f
p
r
o
j
e
c
t
s
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
n
t
e
n
d
t
o
i
m
p
l
e
m
e
n
t
f
o
r
2
0
1
1
/
2
0
1
2
a
n
d
o
u
t
e
r
?
n
a
n
c
i
a
l
y
e
a
r
s
.
I
t
m
u
s
t
b
e
n
o
t
e
d
t
h
o
u
g
h
t
h
a
t
t
h
o
s
e
p
r
o
j
e
c
t
s
t
h
a
t
f
a
l
l
u
n
d
e
r
t
h
e
o
u
t
e
r
y
e
a
r
s
c
a
n
b
e
a
d
j
u
s
t
e
d
n
o
t
c
o
m
p
l
e
t
e
l
y
t
o
a
c
c
o
m
m
o
d
a
t
e
t
h
e
p
r
i
o
r
i
t
i
z
a
t
i
o
n
p
r
o
c
e
s
s
o
n
a
n
a
n
n
u
a
l
b
a
s
i
s
.
I
t
m
u
s
t
b
e
n
o
t
e
d
t
h
o
u
g
h
t
h
a
t
d
u
r
i
n
g
2
0
0
9
/
2
0
1
0
?
n
a
n
c
i
a
l
y
e
a
r
,
i
t
w
a
s
b
u
s
i
n
e
s
s
u
n
u
s
u
a
l
d
u
e
t
o
t
h
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
c
r
i
s
i
s
w
h
i
c
h
m
a
d
e
t
h
e
p
r
i
o
r
i
t
i
z
a
t
i
o
n
o
f
t
h
e
p
r
o
j
e
c
t
s
f
o
r
2
0
1
0
/
1
1
d
i
f
?
c
u
l
t
.
T
h
e
f
o
l
l
o
w
i
n
g
p
r
o
j
e
c
t
s
w
e
r
e
i
d
e
n
t
i
?
e
d
a
s
p
a
r
t
o
f
t
h
e
M
s
u
n
d
u
z
i
T
u
r
n
a
r
o
u
n
d
S
t
r
a
t
e
g
y
t
h
a
t
s
t
a
r
t
e
d
d
u
r
i
n
g
t
h
e
c
o
u
r
s
e
o
f
M
a
r
c
h
2
0
1
0
a
f
t
e
r
t
h
e
M
u
n
i
c
i
p
a
l
i
t
y
t
a
k
e
n
o
v
e
r
b
y
t
h
e
M
E
C
f
o
r
C
O
G
T
A
(
K
Z
N
)
t
h
r
o
u
g
h
t
h
e
d
e
p
l
o
y
m
e
n
t
o
f
t
h
e
a
d
m
i
n
i
s
t
r
a
t
o
r
u
n
d
e
r
S
e
c
t
i
o
n
1
3
9
(
b
)
o
f
t
h
e
M
F
M
A
2
0
0
3
D
E
T
A
I
L
E
D
P
R
O
J
E
C
T
S
L
I
S
T
A
S
P
E
R
T
H
E
S
E
R
V
I
C
E
D
E
L
I
V
E
R
Y
A
N
D
B
U
D
G
E
T
I
M
P
L
E
M
E
N
T
A
T
I
O
N
P
L
A
N
(
S
D
B
I
P
)
F
O
R
T
H
E
B
U
D
G
E
T
Y
E
A
R
S
E
N
D
E
D
2
0
1
1
/
2
0
1
2
)
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
R
O
A
D
S
N
E
T
W
O
R
K
M
A
S
T
E
R
P
L
A
N
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
R
o
a
d
s
i
n
A
s
h
d
o
w
n
2
3
1
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
g
r
a
d
i
n
g
o
f
M
a
c
h
i
b
i
s
a
/
D
a
m
b
u
z
a
R
o
a
d
s
2
1
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
H
l
a
t
h
i
n
i
R
o
a
d
,
S
i
n
a
t
h
i
n
g
i
1
1
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
1
1
2
8
R
d
5
5
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
U
n
i
t
P
i
n
t
e
r
n
a
l
R
o
a
d
s
1
8
3
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
W
a
t
e
r
f
a
l
l
R
o
a
d
-
E
s
i
g
o
d
i
n
i
1
2
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
H
o
r
s
e
S
h
o
e
A
c
c
e
s
s
R
d
i
n
I
m
b
a
l
i
S
t
a
g
e
1
&
2
1
5
&
1
9
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
S
t
a
t
i
o
n
R
o
a
d
B
r
i
d
g
e
-
E
I
A
&
D
e
s
i
g
n
U
p
d
a
t
e
1
1
2
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
o
s
c
o
w
R
o
a
d
s
1
2
4
0
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
t
e
r
g
r
a
t
e
d
R
a
p
i
d
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
N
e
t
w
o
r
k
(
I
R
P
T
N
)
P
l
a
n
n
i
n
g
A
l
l
6
5
,
0
0
0
,
0
0
0
8
5
,
0
0
0
,
0
0
0
D
o
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
N
e
w
E
n
g
l
a
n
d
R
o
a
d
9
,
4
0
0
,
0
0
0
C
O
G
T
A
201
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
g
r
a
v
e
l
R
o
a
d
,
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
,
A
l
m
o
n
d
B
a
n
k
D
e
v
.
8
7
5
,
0
0
0
D
e
v
e
l
o
p
e
r
c
o
n
t
r
i
b
u
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
g
r
a
v
e
l
R
o
a
d
,
B
i
s
l
e
y
N
a
t
u
r
e
R
e
s
e
r
v
e
,
A
l
m
o
n
d
B
a
n
k
D
e
v
.
2
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
i
t
t
e
d
-
C
o
u
n
c
i
l
c
o
n
t
r
i
b
u
t
i
o
n
;
d
e
v
e
l
o
p
e
r
p
a
i
d
R
1
m
i
l
l
i
o
n
f
o
r
d
e
s
i
g
n
a
n
d
c
o
n
s
t
r
u
c
t
i
o
n
i
n
2
0
0
9
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
N
3
/
C
h
o
t
a
M
o
t
a
l
a
I
n
t
e
r
c
h
a
n
g
e
A
l
l
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
i
t
t
e
d
-
C
o
u
n
c
i
l
c
o
n
t
r
i
b
u
t
i
o
n
o
v
e
r
n
e
x
t
3
y
e
a
r
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
L
e
s
t
e
r
B
r
o
w
n
L
i
n
k
R
d
3
6
5
0
0
,
0
0
0
6
,
8
9
2
,
8
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
t
e
r
s
e
c
t
i
o
n
c
o
n
t
r
o
l
t
r
a
f
?
c
s
i
g
n
a
l
s
3
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
U
r
g
e
n
t
t
r
a
f
?
c
c
o
n
t
r
o
l
m
e
a
s
u
r
e
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
T
r
a
f
?
c
C
a
l
m
i
n
g
M
e
a
s
u
r
e
s
A
l
l
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
C
N
L
U
r
g
e
n
t
i
n
s
t
a
l
l
a
t
i
o
n
f
r
o
m
p
r
i
o
r
i
t
i
z
e
d
l
i
s
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
C
B
D
o
w
n
e
s
R
o
a
d
3
6
5
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
I
n
n
e
r
c
i
t
y
i
n
f
r
a
s
t
r
u
c
t
u
r
e
u
p
g
r
a
d
e
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
F
e
a
s
i
b
i
l
i
t
y
,
b
u
s
i
n
e
s
s
p
l
a
n
;
p
a
v
i
n
g
,
a
b
l
u
t
i
o
n
s
,
b
u
s
s
h
e
l
t
e
r
s
,
s
e
a
t
i
n
g
,
e
t
c
.
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
d
a
t
e
R
o
a
d
s
A
s
s
e
t
M
a
n
-
a
g
e
m
e
n
t
P
l
a
n
A
l
l
1
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
T
H
E
M
B
A
L
I
H
L
E
-
T
A
M
-
B
O
V
I
L
L
E
C
U
L
V
E
R
T
A
N
D
L
I
N
K
R
O
A
D
3
4
3
9
4
,
5
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
2
0
6
9
-
M
t
h
a
l
a
n
e
R
d
2
6
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
a
l
a
l
a
R
o
a
d
-
I
s
i
n
a
t
h
i
n
g
i
5
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
a
n
n
i
v
i
l
l
e
i
n
t
e
r
n
a
l
R
o
a
d
s
2
9
2
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
D
1
1
2
2
R
d
8
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
i
n
g
o
f
K
h
o
z
a
R
d
4
1
,
5
0
0
,
0
0
0
M
I
G
202
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
M
b
u
c
w
a
n
a
R
d
1
1
,
8
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
S
i
m
e
l
a
n
e
R
d
1
6
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
S
t
o
r
m
-
w
a
t
e
r
D
r
a
i
n
-
a
g
e
a
l
o
n
g
D
a
m
b
u
z
a
R
d
2
1
1
5
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
:
M
t
h
e
t
h
o
m
u
s
h
a
,
N
a
t
s
h
i
R
d
,
H
a
d
e
b
e
R
d
,
D
i
p
i
n
i
R
d
,
T
h
u
l
a
R
d
,
H
l
e
n
g
w
a
R
d
,
B
h
u
l
a
R
d
,
2
2
9
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
S
o
b
h
o
m
o
r
o
R
d
1
6
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
l
u
b
i
R
d
,
N
k
o
s
i
R
d
,
N
t
o
m
b
e
l
a
R
d
,
D
.
S
h
e
z
i
R
d
,
N
s
h
i
n
g
i
l
a
R
d
&
M
p
u
n
g
o
s
e
R
d
-
1
2
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
K
w
a
N
y
a
m
a
z
a
n
e
R
o
a
d
s
1
3
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
D
1
1
3
9
R
d
,
V
u
l
i
n
d
l
e
l
a
8
2
,
0
0
0
,
0
0
0
1
8
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
1
1
8
0
0
,
0
0
0
8
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
1
,
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
W
i
l
l
o
w
f
o
u
n
t
a
i
n
R
d
E
x
t
e
n
s
i
o
n
1
4
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
n
e
w
r
o
a
d
-
Z
o
n
d
i
s
t
o
r
e
1
7
3
0
0
,
0
0
0
3
,
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
g
r
a
v
e
l
r
o
a
d
s
-
C
a
l
u
z
a
2
0
1
,
4
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
M
b
a
n
j
w
a
R
d
2
0
1
5
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
H
a
r
e
w
o
o
d
R
d
2
0
2
5
0
,
0
0
0
2
,
3
2
5
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
R
o
a
d
r
e
h
a
b
i
l
i
t
a
t
i
o
n
P
M
S
V
a
r
i
-
o
u
s
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
M
I
G
203
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
r
o
a
d
s
-
R
o
u
t
e
7
8
1
3
3
,
0
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
l
i
n
k
r
o
a
d
b
e
t
w
e
e
n
T
h
e
m
b
a
l
i
h
l
e
a
n
d
T
a
m
b
o
v
i
l
l
e
3
4
3
,
5
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
S
o
b
a
n
t
u
3
5
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
C
e
n
t
r
a
l
a
r
e
a
s
V
a
r
i
-
o
u
s
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
7
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
N
o
r
t
h
e
r
n
a
r
e
a
s
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
0
0
0
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
f
o
o
t
p
a
t
h
s
,
k
e
r
b
i
n
g
a
n
d
c
h
a
n
n
e
l
i
n
g
-
E
d
e
n
d
a
l
e
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
3
,
5
0
0
,
0
0
0
1
5
0
0
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
P
e
d
e
s
t
r
i
a
n
f
o
o
t
b
r
i
d
g
e
s
a
n
d
c
r
o
s
s
i
n
g
s
2
0
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
E
d
e
n
d
a
l
e
/
S
u
t
h
e
r
l
a
n
d
R
d
r
e
-
a
l
i
g
n
m
e
n
t
1
9
,
2
3
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
N
e
w
r
o
a
d
s
p
r
o
j
e
c
t
p
l
a
n
A
l
l
5
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
1
2
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
P
l
a
n
B
e
l
l
e
v
u
e
D
i
s
t
r
i
b
u
t
o
r
R
o
a
d
3
6
3
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
O
t
t
o
’
s
B
l
u
f
f
,
C
o
n
n
o
r
R
d
l
i
n
k
2
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
B
u
r
g
e
r
S
t
r
e
e
t
e
x
t
e
n
s
i
o
n
1
2
,
0
0
0
,
0
0
0
C
N
L
,
C
O
G
T
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
l
a
y
b
y
s
3
0
0
,
0
0
0
2
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
b
u
s
s
h
e
l
t
e
r
s
2
0
0
,
0
0
0
2
0
0
,
0
0
0
2
0
0
,
0
0
0
D
O
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
U
p
g
r
a
d
e
o
f
p
u
b
l
i
c
t
r
a
n
s
p
o
r
t
f
a
c
i
l
i
t
i
e
s
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
R
o
a
d
s
,
T
r
a
n
s
p
o
r
-
t
a
t
i
o
n
a
n
d
P
u
b
l
i
c
W
o
r
k
s
E
r
a
d
i
c
a
t
i
o
n
o
f
g
r
a
v
e
l
r
o
a
d
s
1
1
0
,
0
0
0
,
0
0
0
1
1
0
,
0
0
0
,
0
0
0
1
1
0
,
0
0
0
,
0
0
0
M
I
G
,
C
N
L
T
O
T
A
L
1
2
6
,
1
7
5
,
0
0
0
1
7
6
,
0
3
7
,
3
0
0
2
0
5
,
3
5
0
,
0
0
0
1
8
1
,
1
2
5
,
0
0
0
1
4
5
,
8
0
0
,
0
0
0
204
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
W
A
T
E
R
A
N
D
S
A
N
I
T
A
T
I
O
N
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
I
n
s
t
a
l
l
a
t
i
o
n
o
f
V
I
P
s
i
n
V
u
l
i
n
d
l
e
l
a
1
-
9
1
4
,
0
0
0
,
0
0
0
M
I
G
I
n
s
t
a
l
l
3
0
0
0
V
I
P
’
s
i
n
V
u
l
i
n
d
l
e
l
a
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
M
a
s
o
n
s
R
e
s
e
r
v
o
i
r
a
n
d
P
i
p
e
l
i
n
e
[
D
e
s
i
g
n
C
o
m
p
l
e
-
t
i
o
n
a
n
d
E
I
A
]
3
0
0
,
0
0
0
1
3
,
5
0
0
,
0
0
0
9
,
0
0
0
,
0
0
0
M
I
G
D
e
s
i
g
n
a
n
d
E
I
A
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
R
e
d
u
c
t
i
o
n
o
f
N
o
n
R
e
v
e
n
u
e
W
a
t
e
r
A
l
l
w
a
r
d
s
2
5
,
0
1
9
,
4
0
6
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
F
e
a
s
i
b
i
l
i
t
y
S
t
u
d
y
3
,
6
7
3
,
5
9
4
M
I
G
S
u
r
v
e
y
o
f
s
e
w
e
r
i
n
f
r
-
s
t
r
u
c
t
u
r
e
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
h
e
n
s
t
o
n
e
A
m
b
l
e
t
o
n
S
a
n
i
-
t
a
t
i
o
n
S
y
s
t
e
m
1
8
4
0
0
,
0
0
0
1
4
,
5
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
M
I
G
D
e
s
i
g
n
a
n
d
E
I
A
,
w
a
t
e
r
b
o
u
r
n
e
s
y
s
t
e
m
f
o
r
5
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
d
e
n
d
a
l
e
P
r
o
p
e
r
N
e
w
M
a
i
n
s
a
n
d
R
e
t
i
c
u
l
a
t
i
o
n
2
0
1
,
4
1
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
1
,
0
0
0
,
0
0
0
M
I
G
R
e
p
l
a
c
e
m
e
n
t
a
n
d
e
x
-
t
e
n
s
i
o
n
s
o
f
p
i
p
e
l
i
n
e
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
-
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
w
a
t
e
r
]
1
4
,
1
5
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
2
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
b
l
o
c
k
d
r
a
i
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
S
a
n
i
t
a
t
i
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
V
a
r
i
-
o
u
s
4
,
0
0
0
,
0
0
0
6
0
0
0
0
0
0
8
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
2
0
0
0
0
0
0
M
I
G
R
e
p
l
a
c
e
m
e
n
t
o
f
o
l
d
s
e
w
e
r
p
i
p
e
s
a
n
d
p
u
m
p
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
w
e
r
P
i
p
e
s
U
n
i
t
H
-
W
a
r
d
1
6
[
D
e
s
i
g
n
P
h
a
s
e
]
1
6
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
5
,
6
0
0
,
0
0
0
M
I
G
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
f
o
r
4
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
B
a
s
i
c
W
a
t
e
r
S
u
p
p
l
y
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
M
I
G
N
e
w
w
a
t
e
r
i
n
s
t
a
l
l
a
t
i
o
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
w
e
r
P
i
p
e
s
A
z
a
l
e
a
-
P
h
a
s
e
2
(
D
e
s
i
g
n
)
1
0
5
0
0
,
0
0
0
7
,
4
0
0
,
0
0
0
M
I
G
W
a
t
e
r
b
o
u
r
n
e
s
a
n
i
t
a
t
i
o
n
f
o
r
4
,
0
0
0
h
o
u
s
e
h
o
l
d
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
C
o
p
e
s
v
i
l
l
e
R
e
s
e
r
v
o
i
r
2
9
1
2
,
5
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
M
I
G
C
o
n
s
t
r
u
c
t
n
e
w
r
e
s
e
r
v
o
i
r
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
S
e
w
e
r
]
2
0
,
2
1
5
,
5
0
0
,
0
0
0
3
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
2
5
0
,
0
0
0
M
I
G
E
l
i
m
i
n
a
t
e
5
,
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
E
l
i
m
i
n
a
t
i
o
n
o
f
C
o
n
s
e
r
v
a
n
c
y
T
a
n
k
s
[
W
a
t
e
r
]
2
0
,
2
1
1
,
0
0
0
,
0
0
0
1
,
2
5
0
,
0
0
0
1
,
5
0
0
,
0
0
0
1
,
5
0
0
,
0
0
0
M
I
G
E
l
i
m
i
n
a
t
e
5
,
0
0
0
c
o
n
s
e
r
-
v
a
n
c
y
t
a
n
k
s
205
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
&
S
a
n
i
t
a
-
t
i
o
n
S
e
r
v
i
c
e
M
i
d
b
l
o
c
k
E
r
a
d
i
c
a
-
t
i
o
n
i
n
S
o
b
a
n
t
u
,
A
s
h
d
o
w
n
a
n
d
I
m
b
a
l
i
[
S
e
w
e
r
]
1
4
,
1
5
,
1
6
,
1
7
,
1
8
,
1
9
,
2
3
,
3
5
6
,
0
0
0
,
0
0
0
6
,
2
5
0
,
0
0
0
4
,
0
0
0
,
0
0
0
4
,
0
0
0
,
0
0
0
M
I
G
E
r
a
d
i
c
a
t
e
1
0
k
m
o
f
m
i
d
b
l
o
c
k
d
r
a
i
n
s
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
t
e
r
a
n
d
s
a
n
i
t
a
-
t
i
o
n
S
l
a
n
g
s
p
r
u
i
t
,
A
m
b
l
e
t
o
n
S
a
n
i
t
a
t
i
o
n
S
y
s
t
e
m
4
0
,
0
0
0
,
0
0
0
D
O
H
S
T
O
T
A
L
1
0
6
,
5
0
3
,
0
0
0
1
3
1
,
4
0
0
,
0
0
0
9
1
,
1
0
0
,
0
0
0
7
2
,
5
0
0
,
0
0
0
7
4
,
7
5
0
,
0
0
0
W
A
S
T
E
M
A
N
A
G
E
M
E
N
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
L
a
n
d
?
l
l
L
a
n
d
?
l
l
u
p
g
r
a
d
e
5
,
6
4
7
,
0
0
0
M
I
G
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
W
a
s
t
e
M
a
n
a
g
e
-
m
e
n
t
P
u
r
c
h
a
s
e
o
f
c
o
n
t
a
i
n
e
r
s
8
3
0
,
0
0
0
C
N
L
T
O
T
A
L
6
,
4
7
7
,
0
0
0
F
L
E
E
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
F
l
e
e
t
R
e
p
l
a
c
e
m
e
n
t
o
f
?
e
e
t
A
l
l
1
5
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
5
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
C
N
L
T
O
T
A
L
1
5
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
2
5
,
0
0
0
,
0
0
0
3
0
,
0
0
0
,
0
0
0
1
5
,
0
0
0
,
0
0
0
E
L
E
C
T
R
I
C
I
T
Y
D
I
S
T
R
I
B
U
T
I
O
N
M
A
N
A
G
E
M
E
N
T
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
E
l
e
c
t
r
i
?
c
a
t
i
o
n
i
n
E
s
k
o
m
A
r
e
a
o
f
S
u
p
p
l
y
2
0
;
2
1
;
1
4
;
1
2
2
6
,
3
5
5
,
0
0
0
D
M
E
E
s
k
o
m
p
r
o
j
e
c
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
P
r
o
t
e
c
t
i
v
e
S
t
r
u
c
t
u
r
e
s
3
0
,
0
0
0
,
0
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
M
i
n
i
-
S
u
b
s
a
n
d
P
o
l
e
T
r
a
n
s
f
o
r
m
e
r
s
2
6
,
3
6
1
,
3
0
0
C
N
L
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
E
l
e
c
t
r
i
c
i
t
y
H
i
g
h
M
a
s
t
L
i
g
h
t
s
i
n
S
l
a
n
g
s
p
r
u
i
t
/
U
n
i
t
H
(
P
a
t
a
)
/
D
a
m
b
u
z
a
1
0
,
0
0
0
,
0
0
0
M
I
G
T
O
T
A
L
8
2
,
7
1
6
,
3
0
0
1
0
,
0
0
0
,
0
0
0
206
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
R
E
G
I
O
N
A
L
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
A
i
r
p
o
r
t
A
i
r
p
o
r
t
D
e
v
e
l
o
p
m
e
n
t
P
r
o
j
e
c
t
1
6
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
P
r
o
v
i
n
c
i
a
l
T
r
e
a
s
u
r
y
G
r
a
n
t
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
C
e
m
e
t
r
i
e
s
H
o
l
l
i
n
g
w
o
o
d
C
e
m
e
t
e
r
y
1
6
,
0
0
0
,
0
0
0
M
I
G
C
o
m
m
m
u
n
i
t
y
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
M
A
S
O
N
S
C
L
I
N
I
C
2
9
2
,
0
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
-
i
n
g
r
o
o
m
s
-
W
i
l
l
o
w
f
o
u
n
t
a
i
n
C
l
i
n
i
c
1
4
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
I
m
p
i
l
w
e
n
h
l
e
C
l
i
n
i
c
1
3
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
S
i
n
a
t
h
i
n
g
C
l
i
n
i
c
1
1
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
c
o
n
s
u
l
t
i
n
g
r
o
o
m
s
-
e
S
i
g
o
d
i
n
i
C
l
i
n
i
c
1
2
2
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
u
M
t
h
o
m
b
o
W
o
l
w
a
z
i
C
r
e
c
h
e
2
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
I
n
k
a
z
i
m
u
-
l
o
C
h
i
l
d
C
a
r
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
.
1
1
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
Z
e
n
z
e
l
e
n
i
P
r
e
-
S
c
h
o
o
l
1
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
c
u
t
i
o
n
o
f
I
s
w
e
l
i
h
l
e
C
r
e
c
h
e
1
5
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
S
i
t
h
o
l
u
l
w
a
-
z
i
C
r
e
c
h
e
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
M
p
u
m
u
z
a
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
1
3
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
G
o
d
’
s
C
o
m
m
u
n
i
t
y
C
r
e
c
h
e
3
5
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
S
a
k
h
i
s
i
z
w
e
E
C
D
C
e
n
t
r
e
.
1
6
U
n
i
t
J
.
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
I
n
k
u
l
u
l
e
k
o
E
d
u
c
a
r
e
C
e
n
t
r
e
1
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
I
k
u
s
a
s
e
l
i
h
l
e
D
a
y
C
a
r
e
C
e
n
t
r
e
1
9
5
0
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
H
e
a
l
t
h
a
n
d
S
o
c
i
a
l
S
e
r
v
i
c
e
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
K
u
s
i
l
e
C
o
m
m
u
n
i
t
y
C
e
n
t
r
e
7
4
0
0
,
0
0
0
M
I
G
T
O
T
A
L
3
9
,
9
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
1
1
,
0
0
0
,
0
0
0
207
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
A
t
h
l
e
t
i
c
s
T
r
a
c
k
4
,
5
0
0
,
0
0
0
1
0
,
0
0
0
,
0
0
0
S
p
o
r
t
s
&
R
e
c
r
e
a
t
i
o
n
,
A
S
A
,
M
I
G
S
&
R
-
R
2
,
5
m
;
A
S
A
-
R
2
m
,
M
I
G
-
R
1
0
m
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
S
p
o
r
t
&
R
e
c
r
e
a
t
i
o
n
F
a
c
i
l
i
t
i
e
s
-
V
u
-
l
i
n
d
l
e
l
a
1
-
9
3
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
h
a
b
i
l
i
t
a
t
i
o
n
o
f
H
a
l
l
s
-
V
u
-
l
i
n
d
l
e
l
a
1
-
9
3
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
C
o
n
s
t
r
u
c
t
i
o
n
o
f
C
a
l
u
z
a
S
p
o
r
t
s
F
a
c
i
l
i
t
y
2
0
2
,
5
2
0
,
0
0
0
3
,
1
8
0
,
0
0
0
M
I
G
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
r
o
v
i
s
i
o
n
o
f
n
e
w
P
a
r
k
s
-
E
d
e
n
d
a
l
e
1
0
-
2
3
3
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
M
I
G
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
W
i
n
s
t
o
n
C
h
u
r
c
h
i
l
l
T
h
e
a
t
r
e
2
7
1
0
,
0
0
0
,
0
0
0
D
e
p
a
r
t
m
e
n
t
o
f
A
r
t
s
&
C
u
l
t
u
r
e
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
u
r
c
h
a
s
e
o
f
S
p
e
c
i
a
l
i
s
e
d
E
q
u
i
p
m
e
n
t
t
o
c
u
t
g
r
a
s
s
A
l
l
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
2
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
R
e
v
i
t
a
l
i
s
a
t
i
o
n
o
f
A
l
e
x
a
n
d
r
a
P
a
r
k
-
F
e
a
s
i
b
i
l
i
t
y
2
7
3
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
P
a
r
k
s
&
O
p
e
n
S
p
a
c
e
s
p
l
a
y
-
g
r
o
u
n
d
e
q
u
i
p
m
e
n
t
V
a
r
i
-
o
u
s
1
,
0
0
0
,
0
0
0
3
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
S
p
o
r
t
s
&
R
e
c
r
e
a
t
i
o
n
M
a
s
t
e
r
P
l
a
n
A
l
l
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
2
,
5
0
0
,
0
0
0
C
N
L
P
l
a
n
f
o
r
r
e
f
u
r
b
i
s
h
m
e
n
t
o
f
s
p
o
r
t
s
f
a
c
i
l
i
t
i
e
s
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
P
a
r
k
s
I
n
d
o
o
r
s
p
o
r
t
s
f
a
c
i
l
i
t
y
5
0
0
,
0
0
0
C
N
L
F
e
a
s
i
b
i
l
i
t
y
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
C
o
n
s
t
r
u
c
t
i
o
n
o
f
n
e
w
c
o
l
d
r
o
o
m
s
5
0
0
,
0
0
0
5
5
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
N
e
w
p
a
l
i
s
a
d
e
f
e
n
c
i
n
g
5
0
0
,
0
0
0
5
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
M
a
r
k
e
t
N
e
w
e
n
t
r
a
n
c
e
g
a
t
e
1
,
0
0
0
,
0
0
0
C
N
L
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
T
a
t
h
a
m
A
r
t
G
a
l
-
l
e
r
y
C
o
n
s
t
r
u
c
t
p
a
r
k
i
n
g
f
a
c
i
l
i
t
y
5
,
0
0
0
,
0
0
0
D
A
C
,
C
N
L
T
O
T
A
L
1
7
,
9
2
0
,
0
0
0
2
5
,
4
8
0
,
0
0
0
8
,
3
5
0
,
0
0
0
8
,
0
0
0
,
0
0
0
5
,
0
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
A
N
D
P
L
A
N
N
I
N
G
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
I
n
f
o
r
m
a
l
E
c
o
n
o
m
y
a
n
d
S
t
r
e
e
t
T
r
a
d
i
n
g
I
n
f
o
r
m
a
l
t
r
a
d
e
s
t
r
u
c
t
u
r
e
s
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
M
I
G
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
I
n
f
o
r
m
a
l
E
c
o
n
o
m
y
a
n
d
S
t
r
e
e
t
T
r
a
d
i
n
g
E
r
e
c
t
i
o
n
o
f
“
N
o
T
r
a
d
i
n
g
“
S
i
g
n
a
g
e
2
6
0
,
0
0
0
M
I
G
208
Msunduzi Municipality Integrated Development Plan 2011 – 2016
I
D
P
C
A
P
I
T
A
L
P
R
O
J
E
C
T
S
2
0
1
1
-
2
0
1
6
S
T
R
A
T
E
G
I
C
B
U
S
I
N
E
S
S
U
N
I
T
:
S
U
B
-
U
N
I
T
/
F
U
N
C
T
I
O
N
P
R
O
J
E
C
T
N
A
M
E
:
W
a
r
d
I
D
P
N
U
M
B
E
R
:
2
0
1
1
-
2
0
1
2
2
0
1
2
-
2
0
1
3
2
0
1
3
-
2
0
1
4
2
0
1
4
-
2
0
1
5
2
0
1
5
-
2
0
1
6
F
U
N
D
I
N
G
S
O
U
R
C
E
C
O
M
M
E
N
T
S
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
S
A
T
E
L
I
T
E
M
A
R
K
E
T
2
,
0
0
0
,
0
0
0
D
E
D
T
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
2
1
,
8
0
0
,
0
0
0
C
O
G
T
A
E
c
o
n
o
m
i
c
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
P
l
a
n
n
i
n
g
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
F
r
e
e
d
o
m
S
q
u
a
r
e
T
o
u
r
i
s
m
H
u
b
3
,
5
0
0
,
0
0
0
C
N
L
T
O
W
N
S
H
I
P
R
E
G
E
N
E
R
A
-
T
I
O
N
B
u
s
i
n
e
s
s
D
e
-
v
e
l
o
p
m
e
n
t
a
n
d
S
u
p
p
o
r
t
T
O
W
N
S
H
I
P
R
E
G
E
N
E
R
A
-
T
I
O
N
4
,
0
0
0
,
0
0
0
6
,
0
0
0
,
0
0
0
2
0
,
0
0
0
,
0
0
0
N
D
P
G
T
O
T
A
L
3
2
,
0
6
0
,
0
0
0
6
,
5
0
0
,
0
0
0
2
0
,
5
0
0
,
0
0
0
5
0
0
,
0
0
0
5
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
I
N
F
O
R
M
A
T
I
O
N
M
A
N
A
G
E
M
E
N
T
I
n
f
o
r
m
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
V
a
r
i
o
u
s
4
,
5
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
C
N
L
T
O
T
A
L
4
,
5
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
G
O
O
D
G
O
V
E
R
N
A
N
C
E
:
C
O
U
N
C
I
L
A
N
D
C
O
M
M
I
T
T
E
E
S
U
P
P
O
R
T
C
o
u
n
c
i
l
&
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
A
B
M
A
B
M
O
f
?
c
e
u
p
g
r
a
d
e
-
V
u
-
l
i
n
d
l
e
l
a
-
T
a
y
l
o
r
s
H
a
l
t
&
C
i
v
i
c
C
e
n
t
e
r
C
S
P
3
7
5
3
3
9
,
0
0
0
C
N
L
€
S
p
e
a
k
e
r
’
s
O
f
?
c
e
R
e
f
u
r
b
i
s
h
m
e
n
t
o
f
W
a
r
d
O
f
?
c
e
s
C
S
P
3
7
5
4
3
0
,
0
0
0
C
N
L
C
o
u
n
c
i
l
&
C
o
m
-
m
i
t
t
e
e
S
u
p
p
o
r
t
C
i
t
y
H
a
l
l
C
i
t
y
h
a
l
l
R
e
f
u
r
b
i
s
h
m
e
n
t
C
S
P
3
7
5
6
,
1
0
0
,
0
0
0
C
N
L
T
O
T
A
L
6
,
8
6
9
,
0
0
0
4
3
1
,
2
5
1
,
3
0
0
G
R
A
N
D
T
O
T
A
L
4
3
1
,
2
5
1
,
3
0
0
209
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION H: FINANCIAL PLAN AND MSUNDUZI BUSINESS SCORE-CARD
1. OVERVIEW
The successful application for a Restructuring Grant (RSG) provided both the impetus and the funding for the implementation
of systems and processes required to stabilize the City’s ?nances. Prior to the implementation of the RSG in 2002, a number of
accounts that were not reconciled for more than ten years were discovered and the following are some of the thirty (30) projects
that were identi?ed as crucial in meeting our objectives: -
1.1 Implementation of Promis Billing System and Indigent Policy
1.1.1 Billing System: Promis System
The implementation of the new Promis income billing system enabled the Municipality to implement the
monthly billing of rates and resultantly improved its cash ?ow. Coupled with this initiative, the charging of
interest on all outstanding debt was also introduced.
1.1.2 Credit Control and Indigent Support Policy
In an aggressive approach to streamline our credit control policy, particularly with regard to disconnections,
a consortium was appointed to collect outstanding debt. Although this initiative had some teething problems,
it is effectively progressing and the results are already pleasing. Due to hikes in houses, in?ation, food price,
petrol etc, the City had reviewed the indigent policy by increasing the free basic services to houses at the value
of R150 000.
To strengthen this process, provision of free basic services to all Msunduzi residents in line with the Council Policy
was also implemented. The Indigent Support Policy was revised thus ensuring that the Indigents are properly
budgeted for.
New ?nancial regulations were also developed during this period to tighten internal controls thus ensuring that
fruitless, wasteful, and irregular payments are eliminated and only properly authorized spending takes place within
limits.
There is also a commitment to undertaking regular credit rating to ensure the rating remains favourable thus
facilitating access to external funding at favourable interest rates. This has proved successful as the Municipality
gradually improved its rating. Planning to ensure that provisions in the budget are cash backed in terms of legislation
has also been commenced and progress has also been made with the 100% implementation of GAMAP then GRAP
and the restructuring of the Balance Sheet.
The taking over of the municipality by the administrator can be ?nalized over 3 or 6 months or beyond that. The
mandate given to the administrator and his team is to develop and implement a workable turn-around strategy
for Msunduzi assisted by the three member team of experts in local government. It is hoped that the involvement
of the administrator, his team together with the cooperation of the political leadership, management of the
administrationand various stakeholders, will turn around the ?nancial muscles and management of the municipality
to a sound and sustainable entity for many years to come.
It is business unusual at the Msunduzi but, with the commitment and the kind of work done so far in striving to
meet the legislative deadlines; the municipal business score-card and limited draft budget will be made available for
comment to all stakeholders and this will be our commitment as the local sphere of government to service the entire
community of Pietermaritzburg in line with Batho Pele principles (putting people ?rst).
In the history of the city ?nances, the municipality has never experiences such a serious ?nancial crisis ever, this situation
compelled the MEC for Co-Operative Governance and Traditional Affairs to intervene in terms of Section 139 (b) MFMA, 2005
on 15 March 2010. The Provincial Intervention Team (PIT) lead by Mr Johann Mettler was deployed to assist the municipality
to stabilize its ?nances and municipality as the entity. When the PIT took over, it indicated that the budget for 2009/2010 had a
de?cit of R521. Allegations of corruption and mismanagement were leveled against senior management and a number of them
are suspended. The total budget for 2010/11 is estimated at R12 hence the capital budget for 2010/11 is estimated at R294.7M.
210
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The Council funded portion has been capped at R158.2 million. No capital projects will be funded from council’s own internal
funds because there are no funds available. It is further not prudent t increase external debt (loans) at this point because loan
repayments will hamper ?nancial recovery. It is envisaged that external borrowings will only be commenced with whenever the
payment rate for services increased to acceptable levels. The budget for externally funded projects by the way of grants amounts
to R136.5 million.
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
NUMBER OF
RESPONSES
LOCAL ECONOMIC
DEVELOPMENT
NUMBER OF
RESPONSES
SOUND
GOVERNANCE
NUMBER OF
RESPONSES
1. Houses 96 Creating Jobs 58 Corruption 12
2. Electricity 90 Crime Prevention 23 Consultation 6
3. Water 85 Providing Grants 23 Nepotism 4
4. Roads and access
roads
69 Development of Different
Sports codes
14 Public Participation 2
5. Clean Sanitation 21 Community enters 10 Communication 1
2. ALIGNING THE BUDGET WITH THE COMMUNITY NEEDS AND MATTERS OF
GOVERNANCE
The Msunduzi Municipality is committed to redressing and addressing the needs of the citizens of the City and value the inputs
that are made during the izimbizo, ward committee meetings, stakeholder consultations and concerns raised in our complaints
register. During the period of May, November and December 2009, the IDP and Budget consultations with members of public and
various stakeholders as well as consultations and engagements that were held with members of public and stakeholders in May
2010 with members of parliament under the Parliamentary Adhoc Committee, the Municipality will endeavor to respond to some
of the issues and concerns raised during those consultations, indeed under the limited resources and ?nancial constraints. The
Msunduzi Municipality through the Turn-around Strategy, which forms the basis of the IDP and draft Budget for 2011/2012
and beyond, is committed to turnaround the municipal ?nancial crisis and improve the ef?cacy of governance and service
delivery. The following observations underpin our understanding of the community needs and the needs that will be raised at the
consultations scheduled for the 11th March 2011, will be analyzed and considered in the preparation of the ?nal draft budget for
2011/2012 ?nancial year. It must be noted though that the approach to consider some of the needs raised by various stakeholders,
the following approach will dictate:
• City-wide level;
• Management area level; and/ or
• Ward level.
Ideally, the ?nalization of the budget is to balance the budget allocations on prioritized community needs and address matters of
governance as dictated by the Msunduzi Turn-Around Strategy.
The Table below indicates issues that were raised by the community in terms of their importance
AREAS/ WARDS
BASIC SERVICE
DELIVERY AND
INFRASTRUCTURE
INVESTMENT
LOCAL
ECONOMIC
DEVELOPMENT
GOOD
GOVERNANCE
AND
COMMUNITY
PARTICIPATION
FINANCIAL
MANAGEMENT
AND VIABILITY
TOTAL
CENTRAL 110 28 7 0 145
EDENDALE 109 36 0 0 145
IMBALI 52 35 13 0 100
VULINDLELA 21 12 1 0 34
NORTHERN 119 39 4 0 162
TOTAL 411 150 25 0 586
211
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Graphically, this is represented as follows:
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
It is evident from graphical illustration that basic service delivery and infrastructure investment is of vital importance, as its
amounts to the highest percentage of 69%. Local Economic Development has been seen as a performance area that deserves the
second priority, as it stands at 24% and Financial Viability stands at 2%. Lastly, Good Governance and Community Participation
had been seen as the last priority, as it is only 5% prioritized.
3. CITY FINANCES
3.1. MANAGEMENT OF DEBTORS
“People legitimately complain about the billing systems. People would not be complaining about billing systems if
government did not make signi?cant progress in rolling out the electri?cation and water provision programmes.
However, the complaints point to the need for us to enhance the capacity of municipalities to ensure sustained
delivery and to be precise in their administration of accounts,”.
Challenges Remaining/Action Plans
• Manage increase in Outstanding Debt
• Mid-Year Assessment 2009/2010
• Write-off of 109,000,000 included 53,000,000 in indigent debt.
Strategy to Reduce Debtors
• Improve quality of billing information
- Implementation of a new Electronic / remote meter reading system
• Ensure performace measurement criteria
- for future outsourced debt collection
• Fully implement the Credit Controle Policy
- for Government Departments
• Relocate Revenue Protection/Enhancement
- From ISF to Finance
• Major Review of Policies (2009/2010)
- Credit Control Policy
- Indigent Support Policy
3.2. COMMUNITY NEEDS
The following graphically representation indicates a feedback from a survey conducted among the community
representatives, submissions by Ward Committees and Amakhosi (traditional leadership) as a sample of respondents
that were interviewed during the izimbizo (community public consultation meetings in 5 Area Base Management
areas of the municipality in November, December 2010 and will also be conducted in April 2011 as public
consultations on the draft budget for 2011/2012. The feedback from those consultations guided the prioritization
process of the municipality and the graph below justi?es the budget percentage allocations according to departments
responsible for speci?c service delivery programs:
212
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5%
69%
Infrastructure Services
Local Economic Development
Good Governance
24%
Financial Viability
2%
Proposed Tariff Charges
Description 2010/2011 2011/2012
Electricity-Bulk 21% 21.6%
Electricity-Other 21% 22.3%
Water 8% 7%
Sewer 8% 8%
Refuse 8% 8%
Land?ll Site 8% 8%
Property Rates 8% 7%
Other Tariffs 10% 8%
Electricity
The Eskom price of bulk electricity supplied to municipalities will increase by 26.71 per cent on 1 July 2011. The
proposed electricity tariff increase for bulk is 21.6% and other 22.3%.
Water
The Umgeni Water will increase the price of bulk water purchases by 6.1% in the 2011/2012 ?nancial year. The
additional 13.5% increase of a capital unit charge for the construction of the Springrove Dam was deferred. The
proposed water tariff increase is 7%.
Water tariffs are structured to protect basic levels of service and designed to encourage ef?cient and sustainable
consumption.
Sewer
The proposed sewer tariff increase for the 2011/2012 ?nancial year will be 8%.
Refuse
The proposed refuse tariff increase for the 2011/2012 ?nancial year will be 8%.
Land?ll Site
The proposed land?ll site tariff increase for the 2011/2012 ?nancial year will be 8%.
Property Rates
The property rates revenue increase for the 2011/2012 ?nancial year will be 7%. The primary rate randage will be
increased by 5%. The following increases by category for the 2011/2012 ?nancial year are proposed:-
Vacant land 5%
Residential (primary rebate has been reduced by 1%) 7.3%
Small home business (new category) 6%
Business (primary rebate has been reduced by 2%) 7.1%
213
Msunduzi Municipality Integrated Development Plan 2011 – 2016
The Supplementary Valuation Roll 4 will generate approximate rates income of R11 million for the 2011/2012
?nancial year.
Other Tariffs
The proposed on other tariff increase for the 2011/2012 ?nancial year will be 8%.
The above tariff increases are necessary in order to ensure ?nancial sustainability, local economic conditions and
the affordability of services, taking into consideration the municipality’s indigent policy. The indigent policy will
remain unchanged in terms of qualifying criteria.
Equitable Share
In respect of the Income projections the equitable share allocation for The Msunduzi Municipality for 2011/2012 has
been increased by R 37.6 million to R 304.8 million in comparison to the 2010/2011 allocation of R 267.2 million.
Included in the draft budget is 7% increase in employee related costs.
Bulk Purchases
Electricity
Electricity bulk purchases from Eskom will increase by 26.71 per cent on 1 July 2011.
Water
An increase of 6.1% on bulk purchases is included in the draft budget for the 2011/2012 ?nancial year.
General Expenses
General expenses have been increased by 4.8% as per National Guideline.
Repairs and Maintenance
Repairs and maintenance votes have been increased by 4.8% as per National Guideline. Vehicles budget were
increased by 8.7% of the approved 2010/11 budget due to ageing of the existing ?eet.
Lease Charges
Lease charges have been calculated according to the lease register.
Interest Charges
Calculation of the above charges was based on the amortization table.
Operating Grants
Operating grants allocation to the municipality from National Treasury are as follows:
-Local Government Financial Management R 1 441 000
-Municipal System Improvement R 790 000
-Municipal Infrastructure-Operating Costs R 2 908 000
Total R 5 139 000
Allocation for Provincial grants amounts to R 38.97 million for the 2011/2012 ?nancial year.
New Votes
New votes are not included in the 2011/2012 draft budget due to valuation not done.
214
Msunduzi Municipality Integrated Development Plan 2011 – 2016
CAPITAL BUDGET
In terms of the Division of Revenue Act (DORA) the Msunduzi Municipality has been allocated the following
capital grants for the 2011/2012 ?nancial year including indicative ?gures for the two outer years:-
CAPITAL FUNDING 2011-2012 PER FUNDING SOURCE
FUNDING SOURCE AMOUNT REQUESTED COMMENT
MIG 123,548,000 Less PMU operating expenses - R2,908,000
OTHER GRANTS: COGTA 31,200,000
KZN Treasury 16,000,000
DOHS 40,000,000 Sanitation - Slangspruit, Ambleton
DOT 65,000,000 Public transport infrastructure grant
DME 26,355,000 Eskom implimented project
Athletics SA 2,000,000
KZN Sports & Rec 2,500,000
Arts and Culture 10,000,000
NDPG 4,000,000
Developer Contribution 875,000
DEDT 2,000,000 199,930,000
COUNCIL 108,960,300 Committed and urgent projects
TOTAL CAPITAL 432,438,300
OPERATING BUDGET
The operating Budget for 2011/12 ?nancial year is estimated at R3.7 billion and the break down of it is indicated
under each sector plan.
Report: Sorted by IMTA Codes
IMTA Description 2009-2010
Approved Budget
2010-2011
Budget
IMTA
Code
2008-2009
Act Exp
2011-2012
Budget
2012-2013
Budget
2009-2010
YTD Act Ext
2009-2010
Revised Budget
Salaries 614,265,219 660,443,038 1SAL 592,559,903 88,173,575 92,398,048 499,982,580 614,338,886
General Expenses 376,939,200 372,842,816 2GEN 410,919,151 500,179,715 518,120,411 277,182,334 441,963,590
Income Foregone 237,415,690 0 2INF 254,322,708 0 0 341,678,114 237,415,690
Bulk Purchases 746,509,017 975,254,045 3BUL 636,770,849 1,073,120,145 1,164,074,965 586,490,233 739,902,377
Restructuring Grant 0 0 3RSG 0 0 0 0 0
Repairs & Maintenance 71,141,507 71,307,183 4R&M 77,030,331 99,026,939 101,601,659 50,701,758 74,126,205
Departmental Charges 413,109,062 0 5DEP 386,849,662 131,274,430 134,041,114 268,597,639 412,573,920
Contributions 131,748,854 0 6CON 0 0 0 52,734,456 131,748,854
Metropolitan Contribution 369,300 0 6MCO 0 0 0 263,781 369,300
Provision For Bad Debts 10,000,000 750,243,115 6PRO 10,000,000 0 0 15,000,003 10,000,000
Depreciation 71,066,452 115,834,378 7DPC 96,625,689 0 0 89,268,371 71,066,452
Interest 78,953,349 69,096,888 7INT 57,421,396 0 0 69,143,855 78,953,349
Lease 4,240,857 1,327,424 7LSE 1,821,734 959,307 656,201 1,152,514 3,791,458
Charge Outs -478,909,437 0 9CHG -437,293,843 -119,262,790 -126,700,174 -295,158,314 -478,909,437
Contribution -131,748,854 0 -CON -505,493 0 0 -60,190,299 -131,748,854
Income -1,909,311,875 -2,347,226,509 -INC -1,839,525,437 -1,886,849,860 -1,922,430,227 -1,513,015,906 -1,969,803,449
Income Foregone -237,415,690 0 -INF -251,024,522 0 0 -341,873,805 -237,415,690
Grand Total -1,627,349 Grand Total 669,122,378 Grand Total Grand Total Grand Total -4,027,872 -113,378,539 -38,238,003 41,957,314 -1,627,349
Page 1 of 1 09 June 2010 12:37 Printed:
215
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MSUNDUZI MUNICIPALITY BUDGET 5 YEAR FORECAST
DESCRIPTION
REVENUE SOURCE 2010/11 Revised
Budget
2011/12 Budget 2012/13 Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget
TOTAL REVENUE -3,035,560,222 -3,182,543,120 -3,553,002,369 -3,999,973,518 -4,541,946,134 -5,613,882,125
Revenue -2,559,822,675 (2,683,018,696) (3,027,003,150) (3,445,044,342) (3,955,385,995) (4,992,714,938)
Income Forgone -475,737,547 (499,524,424) (525,999,219) (554,929,176) (586,560,139) (621,167,187)
OPERATING EXPENDITURE
TOTAL EXPENSES 3,035,447,323 3,182,453,120 3,552,902,369 3,999,848,518 4,541,811,134 5,613,742,125
Electricity Bulk Purchases 730,600,000 925,743,260 1,173,009,285 1,486,320,065 1,883,316,154 2,386,349,899
Water Bulk Purchases 272,383,616 288,999,017 306,627,957 325,332,262 345,177,530 366,233,359
Employee Costs 637,530,471 682,157,604 729,908,636 781,002,241 835,672,398 894,169,465
General Expenses 629,897,852 660,132,949 695,119,995 733,351,595 775,152,636 1,232,492,691
Repairs & Maintenance 61,471,492 64,422,124 67,836,496 71,567,503 75,646,851 80,110,015
Lease Charges 1,078,154 1,022,534 1,000,000 1,000,000 1,000,000 1,000,000
Interest Charges 68,948,580 61,402,684 54,402,684 47,402,684 40,402,684 33,402,684
Capital Grants Expense 157,799,611
Income Forgone 475,737,547 498,572,949 524,997,316 553,872,168 585,442,881 619,984,012
NET SURPLUS/DEFICIT (112,899) (90,000) (100,000) (125,000) (135,000) (140,000)
Based on Revised 2010/2011 budget with:
1. growth rate of 4.8% for 2011/12, 5.3% for 2012/13, 5.5% for 2013/14, 5.7% for 2014/15 and 5.9% for 2015/16
2. 6.1% increase in Water Bulk Purchases for each year
3. 26.71% increase in Electricity Bulk Purchases for each year
4. 7% increase on Employee Costs for each year
4. THE SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN (SDBIP)
Finally, the Msunduzi Municipality would able to ?nalize the prioritization of the IDP along with various plans, and the inputs
on budget above re?ects the budgeted projects for 2011/12 as prioritized and agreed by all stakeholders involved in the IDP and
Budgeting process.
The list of objectives by sector departments and District are intended to highlight the direction these two spheres of governments
have taken and to re?ect how the Municipal objectives aligned with them. Where possible the SBUs can indicate how the City is
progressing in term of meeting the Millennium Development Goals in percentages. It must be borne in mind that all the Balance
Score-card Perspectives were considered when the strategies and objectives were constructed and these perspectives are Finance;
Customer; Internal Processes and Learning and Growth. They are aligned to Municipal strategic Priorities and Provincial Key
Performance Areas (KPA) and Municipal Organization Structure is structured around the National KPAs.
Please note that the Service Delivery and Budget Implementation Plan will be developed easily from the score-card if suf?cient
and accurate information/inputs are provided early to populate an SDBIP. SBUs contributions in this exercise had helped to guide
discussions on prioritization of projects with relevant stakeholders inputs leading to the ?nalization of the Budget for 2011/12.
216
Msunduzi Municipality Integrated Development Plan 2011 – 2016
5
.
F
I
N
A
N
C
I
A
L
V
I
A
B
I
L
I
T
Y
A
N
D
M
A
N
A
G
E
M
E
N
T
5
.
1
B
U
D
G
E
T
A
N
D
T
R
E
A
S
U
R
Y
C
i
t
y
G
o
a
l
/
s
:
A
n
e
f
f
e
c
i
e
n
t
l
y
m
a
n
a
g
e
d
,
?
n
a
n
c
i
a
l
l
y
v
i
a
b
l
e
a
n
d
s
u
s
t
i
n
a
b
l
e
C
i
t
y
N
a
t
i
o
n
a
l
o
u
t
c
o
m
e
(
N
O
.
9
)
A
r
e
s
p
o
n
s
e
a
n
d
a
c
c
o
u
n
t
a
b
l
e
,
e
f
f
e
c
t
i
v
e
a
n
d
e
f
?
c
i
e
n
t
l
o
c
a
l
g
o
v
e
r
n
m
e
n
t
s
y
s
t
e
m
R
o
l
e
o
f
L
o
c
a
l
G
o
v
e
r
n
e
m
e
n
t
(
N
o
.
9
)
I
m
r
o
v
e
m
i
n
i
c
i
p
a
t
i
l
y
?
n
a
n
c
i
a
l
a
n
d
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
b
y
i
m
p
l
e
m
e
n
t
i
n
g
c
o
m
p
e
t
e
n
c
y
n
o
r
m
s
a
n
d
s
t
a
n
d
a
r
d
s
a
n
d
a
c
t
i
n
g
a
g
a
i
n
s
t
i
n
c
o
m
p
e
t
e
n
c
e
a
n
d
c
o
r
r
u
p
t
i
o
n
N
a
t
i
o
n
a
l
O
u
t
c
o
m
e
O
u
t
p
u
t
s
(
N
O
.
9
)
I
m
p
r
o
v
e
m
u
n
i
c
i
p
a
l
?
n
a
n
c
i
a
l
a
d
m
i
n
i
s
t
r
a
t
i
v
e
c
a
p
a
b
i
l
i
t
y
N
a
t
i
o
n
a
l
K
e
y
S
p
e
n
d
i
n
g
P
r
o
g
r
a
m
m
e
s
(
N
O
.
9
F
i
n
a
n
c
i
a
l
m
a
n
a
g
e
m
e
n
t
(
t
a
r
g
e
t
:
1
0
0
%
u
n
q
u
a
l
i
?
e
d
a
u
d
i
t
s
)
S
e
c
t
o
r
P
l
a
n
N
a
t
i
o
n
a
l
K
e
y
P
e
r
f
o
r
m
a
n
c
e
A
r
e
a
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
d
g
e
t
P
o
l
i
c
y
/
G
u
i
d
e
l
i
n
e
s
N
o
P
o
l
i
c
y
C
o
u
n
c
i
l
t
o
a
p
p
r
o
v
e
b
u
d
g
e
t
p
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
p
o
l
i
c
y
B
T
0
1
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
d
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
B
T
0
2
0
0
0
0
0
C
a
p
i
t
a
l
f
u
n
d
i
n
g
d
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
N
o
D
e
?
c
i
t
B
T
0
3
1
1
0
0
0
0
0
0
0
0
C
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
L
i
t
t
l
e
c
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
T
o
e
n
s
u
r
e
c
a
s
h
b
a
c
k
e
d
f
u
n
d
-
i
n
g
C
a
s
h
b
a
c
k
e
d
f
u
n
d
i
n
g
B
T
0
4
0
0
0
0
0
O
p
e
r
a
t
i
o
n
a
l
b
u
d
g
e
t
2
0
1
1
/
1
2
a
n
d
b
e
y
o
n
d
N
o
B
u
d
g
e
t
T
o
e
n
s
u
r
e
a
b
a
l
a
n
c
e
d
b
u
d
g
e
t
t
h
a
t
i
s
i
n
l
i
n
e
w
i
t
h
S
t
r
u
c
t
u
r
e
/
I
D
P
&
M
F
M
A
r
e
q
u
i
r
e
m
e
n
t
s
B
a
l
a
n
c
e
d
b
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
t
h
e
S
t
r
u
c
-
t
u
r
e
/
I
D
P
&
M
F
M
A
r
e
q
u
i
r
e
m
e
n
t
s
B
T
0
5
0
0
0
0
0
C
a
p
i
t
a
l
b
u
d
g
e
t
2
0
1
1
/
1
2
a
n
d
b
e
y
o
n
d
N
o
B
u
d
g
e
t
T
o
e
n
s
u
r
e
c
a
s
h
b
a
c
k
e
d
B
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
I
D
P
C
a
s
h
b
a
c
k
e
d
B
u
d
g
e
t
i
n
l
i
n
e
w
i
t
h
I
D
P
B
T
0
6
0
0
0
0
0
R
e
p
o
r
t
i
n
g
&
G
r
a
n
t
s
N
o
t
m
e
a
s
u
r
e
d
T
o
p
r
e
p
a
r
e
a
t
e
m
p
l
a
t
e
f
o
r
r
e
-
p
o
r
t
i
n
g
i
n
l
i
n
e
w
i
t
h
d
e
a
d
l
i
n
e
s
s
e
t
.
P
r
e
p
a
r
a
t
i
o
n
o
f
t
e
m
-
p
l
a
t
e
f
o
r
r
e
p
o
r
t
i
n
g
o
n
d
e
a
d
l
i
n
e
s
.
B
T
0
7
0
0
0
0
0
A
u
d
i
t
r
e
p
o
r
t
i
n
g
Q
u
a
l
i
?
e
d
R
e
p
o
r
t
T
o
p
r
e
p
a
r
e
a
n
d
s
u
b
m
i
t
r
e
p
o
r
t
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
e
m
p
l
a
t
e
R
e
p
o
r
t
s
u
b
m
i
t
t
e
d
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
t
e
m
p
l
a
t
e
B
T
0
8
0
0
0
0
0
A
u
d
i
t
o
r
g
e
n
e
r
a
l
r
e
p
o
r
t
U
n
k
n
o
w
n
T
o
s
t
r
i
v
e
f
o
r
u
n
q
u
a
l
i
?
e
d
R
e
p
o
r
t
N
o
Q
u
a
l
i
?
e
d
r
e
p
o
r
t
B
T
0
9
0
0
0
0
0
M
a
i
n
t
a
i
n
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
U
n
k
n
o
w
n
R
e
d
u
c
e
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
t
o
3
0
%
M
a
i
n
t
a
i
n
e
d
a
3
0
%
f
o
r
s
a
l
a
r
y
a
n
d
w
a
g
e
c
u
r
v
e
f
o
r
o
p
e
r
a
t
i
n
g
b
u
d
g
e
t
B
T
1
0
0
0
0
0
0
M
a
i
n
t
a
i
n
a
n
c
e
a
n
d
r
e
p
a
i
r
s
a
t
5
%
N
o
m
e
a
s
u
r
e
I
n
c
r
e
a
s
e
m
a
i
n
t
a
i
n
a
n
c
e
a
n
d
r
e
p
a
i
r
s
t
o
5
%
M
a
i
n
t
a
i
n
e
d
a
5
%
f
o
r
m
a
i
n
t
e
n
a
n
c
e
a
n
d
r
e
-
p
a
i
r
s
o
n
a
n
o
p
e
r
a
t
i
n
g
b
u
d
g
e
t
B
T
1
1
0
0
0
0
0
S
e
r
v
i
c
e
d
e
b
t
o
r
a
t
3
3
%
a
n
d
d
e
b
t
a
t
1
0
.
5
N
o
m
e
a
s
u
r
e
E
n
s
u
r
e
3
3
%
o
f
s
e
r
v
i
c
e
d
e
b
t
o
r
s
a
r
e
m
e
t
a
n
d
1
0
.
5
o
f
d
e
b
t
c
o
v
e
r
a
g
e
E
n
s
u
r
e
3
3
%
o
f
s
e
r
v
i
c
e
d
e
b
t
o
r
m
e
t
a
n
d
1
0
.
5
o
f
d
e
b
t
c
o
v
e
r
a
g
e
B
T
1
2
0
0
0
0
0
P
r
o
c
e
s
s
e
s
,
P
r
o
c
e
-
d
u
r
e
s
&
P
o
l
i
c
i
e
s
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
W
e
l
l
c
o
n
t
r
o
l
l
e
d
e
n
v
i
-
r
o
n
m
e
n
t
B
T
1
3
0
0
0
0
0
217
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
C
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
-
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
B
T
1
4
0
0
0
0
0
c
o
s
t
c
o
n
t
a
i
n
m
e
n
t
s
t
r
a
t
e
g
y
N
o
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
s
t
c
o
n
t
a
i
m
e
n
t
s
t
r
a
t
e
g
y
D
e
v
e
l
o
p
e
d
c
o
s
t
c
o
n
-
t
a
i
n
m
e
n
t
s
t
r
a
t
e
g
y
B
T
1
5
0
0
0
0
0
B
u
d
g
e
t
E
x
p
e
n
-
d
i
t
u
r
e
C
u
l
t
u
r
e
o
f
n
o
n
e
s
p
e
n
d
i
n
g
t
h
e
b
u
d
g
e
t
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
e
r
v
i
c
e
d
e
l
i
v
e
r
y
B
T
1
6
0
0
0
0
0
A
s
s
e
t
C
o
n
t
r
o
l
L
a
c
k
o
f
a
s
s
e
t
c
o
n
t
r
o
l
C
r
e
a
t
e
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
t
e
m
p
l
a
t
e
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
-
t
i
o
n
o
f
a
s
s
e
t
s
C
r
e
a
t
e
d
a
u
n
i
t
’
s
n
o
n
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
B
T
1
7
0
0
0
0
0
O
u
t
s
t
a
n
d
i
n
g
S
e
r
v
i
c
e
D
e
b
t
o
r
s
t
o
r
e
v
e
n
u
e
B
T
1
8
0
0
0
0
0
D
e
b
t
C
o
v
e
r
a
g
e
B
T
1
9
0
0
0
0
0
C
o
s
t
c
o
v
e
r
a
g
e
B
T
2
0
0
0
0
0
0
T
O
T
A
L
1
1
0
0
0
0
0
0
0
0
5
.
2
.
S
U
P
P
L
Y
C
H
A
I
N
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
i
s
e
d
S
C
M
p
o
l
i
c
y
N
o
t
e
f
f
e
c
t
i
v
e
R
e
v
i
s
e
a
n
d
a
p
p
r
o
v
e
C
o
u
n
c
i
l
S
C
M
P
o
l
i
c
y
C
o
u
n
c
i
l
S
C
M
P
o
l
i
c
y
r
e
v
i
s
e
d
,
a
p
p
r
o
v
e
d
b
y
F
u
l
l
C
o
u
n
c
i
l
&
a
d
o
p
t
e
d
.
S
C
M
2
1
0
0
0
0
0
N
/
A
N
/
A
E
n
f
o
r
c
e
c
o
m
p
l
i
-
a
n
c
e
o
n
S
C
M
P
a
r
t
i
a
l
C
o
m
p
l
i
-
a
n
c
e
E
n
s
u
r
e
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
-
i
n
g
f
r
o
m
i
n
t
e
r
n
a
l
&
e
x
t
e
r
n
a
l
A
u
d
i
t
E
n
s
u
r
e
d
n
o
a
d
v
e
r
s
e
r
e
p
o
r
t
i
n
g
a
n
d
i
m
p
r
o
v
e
d
c
o
m
p
l
i
a
n
c
e
o
n
S
C
M
S
C
M
2
2
1
,
4
0
0
,
0
0
0
1
,
5
4
0
,
0
0
0
1
,
7
0
0
,
0
0
0
1
,
8
7
0
,
0
0
0
2
,
1
0
0
,
0
0
0
O
P
E
X
N
/
A
S
C
M
p
r
o
c
e
d
u
r
e
s
O
u
t
d
a
t
e
d
P
r
o
-
c
e
d
u
r
e
s
E
n
s
u
r
e
d
o
c
u
m
e
n
t
e
d
P
r
o
c
e
d
u
r
e
s
i
n
p
l
a
c
e
D
o
c
u
m
e
n
t
e
d
P
r
o
c
e
d
u
r
e
s
i
n
p
l
a
c
e
S
C
M
2
3
2
0
,
0
0
0
0
0
0
0
O
P
E
X
N
/
A
A
u
t
o
m
a
t
e
d
C
o
n
-
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
N
o
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
-
t
e
r
i
n
P
l
a
c
e
C
o
m
p
i
l
a
t
i
o
n
o
f
a
A
u
t
o
-
m
a
t
e
d
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
C
o
m
p
i
l
a
t
i
o
n
o
f
a
A
u
t
o
-
m
a
t
e
d
C
o
n
t
r
a
c
t
P
a
y
m
e
n
t
R
e
g
i
s
t
e
r
S
C
M
2
4
1
0
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
O
u
t
d
a
t
e
d
S
u
p
-
p
l
i
e
r
D
a
t
a
B
a
s
e
N
e
w
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
t
o
b
e
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
N
e
w
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
t
o
b
e
F
u
l
l
y
o
p
e
r
a
t
i
o
n
a
l
S
C
M
2
5
3
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
E
r
a
d
i
c
a
t
e
c
o
r
r
u
p
-
t
i
o
n
H
i
g
h
l
e
v
e
l
a
m
o
n
g
s
t
a
f
f
R
e
d
u
c
e
c
o
r
r
u
p
t
i
o
n
,
i
n
i
t
i
a
t
e
i
n
v
e
s
t
i
g
a
t
i
o
n
s
a
n
d
i
n
s
t
i
t
u
t
e
d
i
s
c
i
p
l
i
n
-
a
r
y
m
e
a
s
u
r
e
s
a
m
o
n
g
s
t
o
f
f
e
n
d
e
r
s
(
r
e
g
i
s
t
e
r
)
R
e
d
u
c
e
d
c
o
r
r
u
p
t
i
o
n
,
i
n
i
t
i
a
t
e
i
n
v
e
s
t
i
g
a
t
i
o
n
s
a
n
d
i
n
s
t
i
t
u
t
e
d
i
s
c
i
p
l
i
n
-
a
r
y
m
e
a
s
u
r
e
s
a
m
o
n
g
s
t
o
f
f
e
n
d
e
r
s
(
r
e
g
i
s
t
e
r
)
S
C
M
2
6
1
2
0
,
0
0
0
0
1
4
0
,
0
0
0
1
6
0
,
0
0
0
1
7
0
,
0
0
0
O
P
E
X
N
/
A
B
i
d
p
r
o
c
e
s
s
i
n
g
U
n
a
c
c
e
p
t
a
b
l
e
D
e
l
a
y
s
T
o
r
e
-
i
n
t
r
o
d
u
c
e
a
b
i
d
p
r
o
-
c
e
s
s
i
n
g
t
u
r
n
a
r
o
u
n
d
t
i
m
e
n
o
t
t
o
e
x
c
e
e
d
7
5
d
a
y
s
s
B
i
d
p
r
o
c
e
s
s
i
n
g
t
u
r
n
-
a
r
o
u
n
d
t
i
m
e
n
o
t
t
o
e
x
c
e
e
d
7
5
d
a
y
s
.
R
e
p
o
r
t
o
n
p
r
o
g
r
e
s
s
S
C
M
2
7
0
0
0
0
0
N
/
A
N
/
A
218
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
N
o
e
f
f
e
c
t
i
v
e
S
y
s
t
e
m
i
n
p
l
a
c
e
T
o
i
m
p
r
o
v
e
I
n
t
e
n
d
a
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
t
o
b
e
f
u
l
l
y
i
n
t
e
g
r
a
t
e
d
w
i
t
h
F
i
n
a
n
c
i
a
l
S
y
s
t
e
m
s
I
n
t
e
n
d
a
S
u
p
p
l
i
e
r
D
a
t
a
B
a
s
e
&
S
C
M
S
y
s
t
e
m
b
e
f
u
l
l
y
i
n
t
e
g
r
a
t
e
d
w
i
t
h
F
i
n
a
n
c
i
a
l
S
y
s
t
e
m
s
S
C
M
2
8
3
5
0
,
0
0
0
8
5
,
0
0
0
1
0
0
,
0
0
0
1
1
0
,
0
0
0
1
2
0
,
0
0
0
C
A
P
E
X
/
O
P
E
X
N
/
A
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
N
o
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
I
n
v
e
n
-
t
o
r
y
I
n
t
r
o
d
u
c
e
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
M
a
n
u
a
l
s
S
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
s
M
a
n
u
a
l
s
S
C
M
2
9
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
C
o
n
t
r
a
c
t
m
a
n
a
g
e
-
m
e
n
t
N
o
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
C
o
n
-
t
r
a
c
t
m
a
n
a
g
e
-
m
e
n
t
I
n
t
r
o
d
u
c
e
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
s
M
a
n
u
a
l
s
S
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
P
r
o
c
e
d
u
r
e
M
a
n
u
a
l
s
S
C
M
3
0
0
0
0
0
0
N
/
A
N
/
A
M
o
n
t
h
l
y
r
e
p
o
r
t
-
i
n
g
o
n
p
r
e
f
e
r
e
n
-
t
i
a
l
b
u
s
i
n
e
s
s
e
s
U
n
k
n
o
w
n
D
e
v
e
l
o
p
a
M
o
n
t
h
l
y
r
e
p
o
r
t
w
h
i
c
h
i
s
i
n
d
i
c
a
t
i
v
e
o
f
n
u
m
b
e
r
o
f
b
u
s
i
n
e
s
s
e
s
s
u
p
p
o
r
t
e
d
b
y
p
r
e
f
e
r
e
n
t
i
a
l
a
d
v
a
n
t
a
g
e
s
g
i
v
e
n
M
o
n
t
h
l
y
r
e
p
o
r
t
o
n
a
n
u
m
b
e
r
o
f
b
u
s
i
n
e
s
s
e
s
s
u
p
p
o
r
t
e
d
b
y
p
r
e
f
e
r
e
n
t
i
a
l
a
d
v
a
n
t
a
g
e
s
S
C
M
3
1
0
0
0
0
0
N
/
A
N
/
A
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
N
o
n
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
S
C
M
3
2
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
N
/
A
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
i
g
n
e
d
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
-
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
C
M
3
3
0
0
0
0
0
N
/
A
N
/
A
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
U
n
k
n
o
w
n
T
o
r
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
S
C
M
3
4
0
0
0
0
0
N
/
A
N
/
A
C
A
P
E
X
a
n
d
O
P
E
X
e
x
p
e
n
d
i
-
t
u
r
e
A
l
w
a
y
s
j
u
s
t
a
b
o
v
e
6
0
%
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
b
e
s
p
e
n
t
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
9
5
%
C
A
P
E
X
&
O
P
E
X
b
u
d
g
e
t
s
e
x
p
e
n
d
i
t
u
r
e
o
n
s
e
r
v
i
c
e
d
e
l
i
v
e
r
y
S
C
M
3
5
0
0
0
0
0
N
/
A
N
/
A
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
N
o
n
e
x
i
s
t
e
n
t
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
D
e
v
e
l
o
p
A
u
t
o
m
a
t
e
d
R
e
-
p
o
r
t
o
n
P
r
e
m
i
u
m
P
r
i
c
e
s
p
a
i
d
p
e
r
M
o
n
t
h
S
C
M
3
6
P
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
i
g
n
e
d
a
n
d
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
N
o
n
e
x
i
s
t
e
n
t
P
r
o
d
u
c
e
u
p
d
a
t
e
d
P
o
l
i
-
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
s
m
a
n
u
a
l
s
s
i
g
n
e
d
f
o
r
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
U
p
d
a
t
e
d
P
o
l
i
c
i
e
s
&
w
o
r
k
p
r
o
c
e
d
u
r
e
m
a
n
u
a
l
s
s
i
g
n
e
d
&
a
c
c
e
p
t
e
d
b
y
s
t
a
f
f
S
C
M
3
7
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
-
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
-
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
-
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
-
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
S
C
M
3
8
C
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
U
n
k
n
o
w
n
T
o
r
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
R
e
p
o
r
t
o
n
e
x
p
e
n
d
i
t
u
r
e
i
n
c
u
r
r
e
d
a
g
a
i
n
s
t
b
u
d
g
e
t
&
C
o
s
t
c
o
n
t
a
i
n
m
e
n
t
i
n
i
t
i
a
t
i
v
e
s
S
C
M
3
9
C
o
n
t
r
o
l
l
e
d
s
t
o
c
k
a
n
d
i
n
v
e
n
t
o
r
y
h
o
l
d
i
n
g
s
S
C
M
4
0
219
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
S
t
o
c
k
L
o
s
s
S
C
M
4
1
F
u
e
l
t
h
e
f
t
S
C
M
4
2
s
e
g
r
e
g
a
t
i
o
n
o
f
d
u
t
i
e
s
S
C
M
4
3
S
u
p
p
o
r
t
a
n
d
g
r
o
w
S
t
r
e
e
t
b
u
s
i
n
e
s
s
e
n
t
e
r
p
r
i
s
e
d
S
C
M
4
4
O
v
e
r
t
i
m
e
S
C
M
4
5
B
u
d
g
e
t
S
C
M
4
6
A
s
s
e
t
C
o
n
t
r
o
l
S
C
M
4
7
T
O
T
A
L
S
2
,
4
4
0
,
0
0
0
1
,
6
2
5
,
0
0
0
1
,
9
4
0
,
0
0
0
2
,
1
4
0
,
0
0
0
2
,
3
9
0
,
0
0
0
5
5
0
,
0
0
0
0
0
0
0
C
A
P
E
X
1
,
8
9
0
,
0
0
0
1
,
6
2
5
,
0
0
0
1
,
9
4
0
,
0
0
0
2
,
1
4
0
,
0
0
0
2
,
3
9
0
,
0
0
0
O
P
E
X
5
.
3
.
E
X
P
E
N
D
I
T
U
R
E
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
N
o
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
s
t
c
o
n
t
a
i
-
m
e
n
t
s
t
r
a
t
e
g
y
D
e
v
e
l
o
p
e
d
c
o
s
t
c
o
n
t
a
i
n
-
m
e
n
t
s
t
r
a
t
e
g
y
E
M
4
8
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
e
x
p
e
n
d
i
t
u
r
e
S
o
m
e
e
x
p
e
n
d
i
-
t
u
r
e
a
r
e
i
l
l
e
g
a
l
T
o
s
t
o
p
a
n
d
p
r
e
v
e
n
t
i
l
-
l
e
g
a
l
e
x
p
e
n
d
i
t
u
r
e
I
l
l
e
g
a
l
e
x
p
e
n
d
i
t
u
r
e
p
r
e
-
v
e
n
t
e
d
E
M
4
9
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
a
c
t
U
n
c
o
n
t
r
o
l
l
e
d
m
a
n
a
g
e
m
e
n
t
a
n
d
p
a
y
m
e
n
t
o
f
?
n
a
n
c
i
a
l
c
o
n
t
r
a
c
t
C
o
n
t
r
o
l
a
l
l
p
a
y
m
e
n
t
s
o
n
c
e
r
t
i
?
c
a
t
i
o
n
t
o
b
e
m
a
d
e
i
n
t
e
r
m
s
o
f
c
o
n
t
r
a
c
t
c
o
n
d
i
t
i
o
n
C
o
n
t
r
o
l
l
e
d
a
l
l
p
a
y
m
e
n
t
s
o
n
c
e
r
t
i
?
c
a
t
i
o
n
b
e
m
a
d
e
i
n
t
e
r
m
s
o
f
c
o
n
t
r
a
c
t
c
o
n
d
i
t
i
o
n
E
M
5
0
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
t
r
u
s
t
f
u
n
d
s
N
o
r
e
c
o
v
e
r
y
o
f
i
l
l
e
g
a
l
l
o
a
n
s
S
i
g
n
a
g
r
e
e
m
e
n
t
t
o
r
e
c
o
v
e
r
i
l
l
e
g
a
l
l
o
a
n
s
S
i
g
n
e
d
a
g
r
e
e
m
e
n
t
b
e
i
n
p
l
a
c
e
t
o
r
e
c
o
v
e
r
i
l
l
e
g
a
l
l
o
a
n
s
E
M
5
1
0
0
0
0
0
M
a
n
a
g
e
m
e
n
t
o
f
g
e
n
e
r
a
l
i
n
s
u
r
-
a
n
c
e
f
u
n
d
N
o
r
e
a
l
G
e
n
e
r
a
l
I
n
s
u
r
a
n
c
e
F
u
n
d
R
i
n
g
f
e
n
c
e
t
h
e
i
n
s
u
r
a
n
c
e
f
u
n
d
a
n
d
d
e
v
e
l
o
p
a
n
i
n
s
u
r
a
n
c
e
c
l
a
i
m
s
p
o
l
i
c
y
S
e
p
a
r
a
t
e
i
n
s
u
r
a
n
c
e
b
a
n
k
a
c
c
o
u
n
t
,
m
o
n
t
h
l
y
c
l
a
i
m
s
a
n
d
e
s
t
a
b
l
i
s
h
e
d
i
n
s
u
r
a
n
c
e
c
l
a
i
m
s
p
o
l
i
c
y
E
M
5
2
3
,
7
0
0
,
0
0
0
3
,
9
0
0
,
0
0
0
4
,
1
0
0
,
0
0
0
4
,
3
0
0
,
0
0
0
4
,
5
0
0
,
0
0
0
I
n
t
e
r
n
a
l
R
e
m
u
n
e
r
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
N
o
E
f
f
e
c
t
i
v
e
C
o
n
t
r
o
l
E
n
s
u
r
e
s
t
r
i
c
t
c
o
n
t
r
o
l
o
n
r
e
m
u
n
e
r
a
t
i
o
n
m
a
n
a
g
e
-
m
e
n
t
R
e
c
o
n
c
i
l
e
d
l
e
a
v
e
d
a
t
a
,
e
n
s
u
r
e
d
m
o
n
t
h
l
y
s
t
a
t
u
t
o
r
y
p
a
y
m
e
n
t
s
a
n
d
r
e
c
o
n
c
i
l
e
d
I
R
P
5
c
e
r
t
i
?
c
a
t
e
s
E
M
5
3
1
5
0
,
0
0
0
0
0
0
0
I
n
t
e
r
n
a
l
O
v
e
r
t
i
m
e
p
o
l
i
c
y
U
n
c
o
n
t
r
o
l
l
e
d
o
v
e
r
t
i
m
e
p
a
y
m
e
n
t
s
a
n
d
e
x
c
e
s
s
i
v
e
t
o
b
a
s
i
c
c
o
n
d
i
t
i
o
n
s
o
f
s
e
r
v
i
c
e
T
o
i
m
p
l
e
m
e
n
t
c
e
r
t
i
?
c
a
-
t
i
o
n
a
n
d
a
u
t
h
o
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
,
p
r
o
d
u
c
e
m
o
n
t
h
l
y
r
e
p
o
r
t
a
n
d
b
a
s
e
d
o
n
t
h
e
a
n
n
u
a
l
a
n
d
a
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
s
c
e
r
t
i
?
c
a
t
i
o
n
a
n
d
a
u
t
h
o
-
r
i
z
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
b
y
m
a
n
a
g
e
m
e
n
t
a
n
d
m
o
n
t
h
l
y
r
e
p
o
r
t
s
s
h
o
w
i
n
g
p
r
o
j
e
c
-
t
i
o
n
s
,
d
e
v
i
a
t
i
o
n
s
a
n
d
r
e
a
s
o
n
s
E
M
5
4
0
0
0
0
0
S
t
a
f
f
a
u
d
i
t
i
n
g
G
h
o
s
t
a
n
d
i
l
l
e
g
a
l
p
a
y
m
e
n
t
o
f
s
t
a
f
f
C
o
n
d
u
c
t
s
t
a
f
f
a
u
d
i
t
t
o
d
i
s
-
c
o
u
r
a
g
e
g
h
o
s
t
e
m
p
l
o
y
e
e
s
o
r
i
l
l
e
g
a
l
p
a
y
m
e
n
t
s
C
o
n
d
u
c
t
e
d
s
t
a
f
f
a
u
d
i
t
t
o
p
r
e
v
e
n
t
g
h
o
s
t
a
n
d
i
l
l
e
g
a
l
p
a
y
m
e
n
t
s
E
M
5
5
5
,
0
0
0
5
,
5
0
0
6
,
0
0
0
6
,
5
0
0
7
,
0
0
0
I
n
t
e
r
n
a
l
220
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
s
s
e
t
C
o
n
t
r
o
l
L
a
c
k
o
f
a
s
s
e
t
c
o
n
t
r
o
l
C
r
e
a
t
e
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
r
e
g
i
s
t
e
r
t
e
m
p
l
a
t
e
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
C
r
e
a
t
e
d
a
u
n
i
t
’
s
i
m
m
o
v
a
b
l
e
a
n
d
m
o
v
a
b
l
e
a
s
s
e
t
s
r
e
g
i
s
t
e
r
a
n
d
a
n
n
u
a
l
c
e
r
t
i
?
c
a
t
i
o
n
o
f
a
s
s
e
t
s
E
M
5
6
0
0
0
0
0
I
l
l
e
g
a
l
E
x
p
e
n
-
d
i
t
u
r
e
S
C
M
P
r
o
c
e
-
d
u
r
e
s
n
o
t
b
e
i
n
g
f
o
l
l
o
w
e
d
E
n
s
u
r
e
t
h
a
t
C
r
e
d
i
t
o
r
s
C
l
e
r
k
s
c
h
e
c
k
t
h
a
t
S
C
M
p
o
l
i
c
y
a
n
d
p
r
o
c
e
d
u
r
e
s
a
r
e
a
d
h
e
r
e
d
t
o
E
r
a
d
i
c
a
t
e
i
l
l
e
g
a
l
e
x
p
e
n
-
d
i
t
u
r
e
E
M
5
7
0
0
0
0
0
B
u
d
g
e
t
N
o
p
r
o
p
e
r
b
u
d
-
g
e
t
p
l
a
n
n
i
n
g
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
-
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
-
o
u
s
l
y
E
M
5
8
0
0
0
0
0
T
O
T
A
L
3
,
8
5
5
,
0
0
0
3
,
9
0
5
,
5
0
0
4
,
1
0
6
,
0
0
0
4
,
3
0
6
,
5
0
0
4
,
5
0
7
,
0
0
0
5
.
4
.
R
E
V
E
N
U
E
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
i
s
e
d
T
a
r
i
f
f
P
o
l
i
c
y
I
n
a
d
e
q
u
a
t
e
T
a
r
i
f
f
P
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
p
o
l
i
c
y
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
p
o
l
i
c
y
R
M
5
9
0
0
0
0
0
R
e
v
i
s
e
d
t
a
r
i
f
f
s
t
r
u
c
t
u
r
e
s
e
l
e
c
-
t
r
i
c
i
t
y
S
k
e
w
e
d
T
a
r
i
f
f
s
t
r
u
c
t
u
r
e
s
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
s
w
h
i
c
h
a
l
l
o
w
f
o
r
s
u
r
p
l
u
s
C
o
u
n
c
i
l
a
p
p
r
o
v
e
d
t
a
r
i
f
f
s
w
h
i
c
h
a
l
l
o
w
f
o
r
s
u
r
p
l
u
s
R
M
6
0
0
0
0
0
0
R
e
v
i
s
e
d
t
a
r
i
f
f
s
N
o
T
a
r
i
f
f
s
R
e
v
i
s
e
d
t
a
r
i
f
f
s
f
o
r
2
0
1
0
/
1
1
t
o
a
l
l
o
w
f
o
r
i
n
c
r
e
a
s
e
d
c
o
s
t
R
e
v
i
s
e
d
t
a
r
i
f
f
s
f
o
r
2
0
1
0
/
1
1
t
o
a
l
l
o
w
f
o
r
i
n
c
r
e
a
s
e
d
c
o
s
t
R
M
6
1
0
0
0
0
0
D
e
c
r
e
a
s
e
o
u
t
-
s
t
a
n
d
i
n
g
d
e
b
t
H
i
g
h
l
e
v
e
l
o
f
d
e
b
t
o
r
s
R
e
d
u
c
t
i
o
n
i
n
d
e
b
t
o
r
s
d
a
y
s
f
r
o
m
…
.
T
o
…
R
e
d
u
c
t
i
o
n
i
n
d
e
b
t
o
r
s
d
a
y
s
f
r
o
m
…
.
T
o
…
R
M
6
2
6
,
0
0
0
,
0
0
0
0
0
0
0
R
e
c
o
v
e
r
e
d
r
e
n
t
a
l
o
n
p
r
o
p
e
r
t
i
e
s
P
o
o
r
r
e
c
o
v
e
r
y
m
e
c
h
a
n
i
s
m
s
T
o
b
e
i
n
l
i
n
e
w
i
t
h
g
r
o
w
t
h
i
n
p
r
o
p
e
r
t
y
i
n
d
e
x
T
o
b
e
i
n
l
i
n
e
w
i
t
h
g
r
o
w
t
h
i
n
p
r
o
p
e
r
t
y
i
n
d
e
x
R
M
6
3
0
0
0
0
0
L
o
w
c
o
s
t
h
o
u
s
-
i
n
g
r
e
n
t
a
l
P
o
o
r
r
e
c
o
v
e
r
y
m
e
c
h
a
n
i
s
m
s
C
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
i
m
-
p
r
o
v
e
b
y
5
%
C
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
i
m
p
r
o
v
e
b
y
5
%
R
M
6
4
0
0
0
0
0
U
t
i
l
i
s
e
d
D
o
r
a
f
u
n
d
i
n
g
S
o
m
e
o
f
D
o
r
a
f
u
n
d
i
n
g
n
o
t
b
e
i
n
g
a
l
l
o
c
a
t
e
d
c
o
r
r
e
c
t
l
y
S
p
e
n
d
a
c
c
o
r
d
i
n
g
t
o
D
o
r
a
p
l
a
n
E
x
p
e
n
d
i
t
u
r
e
a
c
c
o
r
i
n
g
t
o
D
o
r
a
p
l
a
n
R
M
6
5
0
0
0
0
0
D
a
t
a
C
l
e
a
n
s
e
d
D
a
t
a
i
s
c
o
r
r
u
p
t
e
d
P
r
e
p
a
r
e
d
a
t
a
c
l
e
a
n
s
i
n
g
p
l
a
n
a
n
d
i
m
p
l
e
m
e
n
t
P
r
e
p
a
r
e
d
a
t
a
c
l
e
a
n
s
i
n
g
-
p
l
a
n
a
n
d
i
m
p
l
e
m
e
n
t
R
M
6
6
2
0
0
,
0
0
0
1
0
0
,
0
0
0
0
0
0
R
e
v
e
n
u
e
E
n
-
h
a
n
c
e
m
e
n
t
N
o
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
D
e
v
e
l
o
p
a
c
o
m
p
r
e
h
e
n
s
i
v
e
s
t
r
a
t
e
g
y
I
n
l
i
n
e
w
i
t
h
a
c
o
m
-
p
r
e
h
e
n
s
i
v
e
R
e
v
e
n
u
e
s
t
r
a
t
e
g
y
R
M
6
7
0
0
0
0
0
T
r
a
n
s
f
e
r
o
f
s
t
a
f
f
N
o
s
t
r
a
t
e
g
y
i
n
p
l
a
c
e
T
r
a
n
s
f
e
r
p
e
r
s
o
n
n
e
l
T
r
a
n
s
f
e
r
e
d
p
e
r
s
o
n
n
e
l
5
0
0
0
0
0
M
e
t
e
r
r
e
a
d
i
n
g
M
e
t
e
r
s
n
o
t
r
e
a
d
M
e
t
r
e
r
e
a
d
i
n
g
p
l
a
n
t
o
b
e
p
r
e
p
a
r
e
d
P
r
e
p
a
r
e
d
m
e
t
e
r
r
e
a
d
i
n
g
p
l
a
n
R
M
6
9
0
0
0
0
0
M
e
t
e
r
s
n
o
t
r
e
a
d
M
e
t
e
r
s
t
o
b
e
r
e
a
d
a
c
c
o
r
d
-
i
n
g
t
o
m
e
t
e
r
r
e
a
d
i
n
g
p
l
a
n
R
e
a
d
i
n
g
a
c
c
o
r
d
i
n
g
t
o
m
e
t
e
r
s
r
e
a
d
i
n
g
p
l
a
n
R
M
7
0
0
0
0
0
0
R
a
t
e
s
p
o
l
i
c
y
R
a
t
e
s
P
o
l
i
c
y
i
n
n
e
e
d
o
f
r
e
v
i
e
w
F
i
n
a
l
i
z
a
t
i
o
n
o
f
r
a
t
e
s
p
o
l
i
c
y
i
n
l
i
n
e
w
i
t
h
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
r
a
t
e
s
a
c
t
F
i
n
a
l
i
z
e
d
r
a
t
e
s
p
o
l
i
c
y
i
n
l
i
n
e
w
i
t
h
m
u
n
i
c
i
p
a
l
p
r
o
p
e
r
t
y
r
a
t
e
s
a
c
t
R
M
7
1
0
0
0
0
0
221
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
R
e
v
e
n
u
e
C
o
l
l
e
c
-
t
i
o
n
R
e
v
e
n
u
e
C
o
l
-
l
e
c
t
i
o
n
l
e
v
e
l
s
u
n
a
c
c
e
p
t
a
b
l
e
I
n
c
r
e
a
s
e
c
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
7
5
%
p
e
r
m
o
n
t
h
I
n
c
r
e
a
s
e
c
o
l
l
e
c
t
i
o
n
l
e
v
e
l
s
t
o
7
5
%
p
e
r
m
o
n
t
h
R
M
7
2
0
0
0
0
0
I
n
d
i
g
e
n
t
&
C
r
e
d
i
t
C
o
n
t
r
o
l
P
o
l
i
c
y
I
n
d
i
g
e
n
t
&
C
r
e
d
i
t
C
o
n
t
r
o
l
P
o
l
i
c
y
O
u
t
d
a
t
e
d
R
e
v
i
e
w
c
r
e
d
i
t
c
o
n
t
r
o
l
a
n
d
i
n
d
i
g
e
n
t
p
o
l
i
c
y
R
e
v
i
s
e
d
c
r
e
d
i
t
c
o
n
t
r
o
l
a
n
d
i
n
d
i
g
e
n
t
p
o
l
i
c
y
R
M
7
3
0
0
0
0
0
D
e
b
t
m
a
n
a
g
e
-
m
e
n
t
c
o
n
t
r
a
c
t
s
I
l
l
e
g
a
l
p
a
r
t
i
c
i
p
a
-
t
i
o
n
o
f
c
o
u
n
c
i
l
-
l
o
r
s
E
n
d
c
o
n
t
r
a
c
t
a
n
d
n
e
w
t
e
n
d
e
r
E
n
d
c
o
n
t
r
a
c
t
a
n
d
n
e
w
t
e
n
d
e
r
R
M
7
4
0
0
0
0
0
I
l
l
e
g
a
l
m
e
t
e
r
r
e
a
d
i
n
g
c
o
n
t
r
a
c
t
I
l
l
e
g
a
l
v
a
r
i
a
t
i
o
n
E
n
d
c
o
n
t
r
a
c
t
E
n
d
c
o
n
t
r
a
c
t
R
M
7
5
0
0
0
0
0
C
o
n
s
o
l
i
d
a
t
e
d
B
i
l
l
i
n
g
N
o
c
o
m
p
r
e
h
e
n
-
s
i
v
e
c
o
n
s
o
l
i
d
a
-
t
i
o
n
P
r
e
p
a
r
e
a
p
l
a
n
t
o
c
o
n
s
o
l
i
-
d
a
t
e
a
l
l
b
i
l
l
t
o
b
e
c
o
n
s
o
l
i
-
d
a
t
e
d
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
P
r
e
p
a
r
e
d
p
l
a
n
t
o
c
o
n
s
o
l
i
d
a
t
e
a
l
l
b
i
l
l
i
n
a
c
c
o
r
d
a
n
c
e
w
i
t
h
p
l
a
n
R
M
7
6
0
0
0
0
0
U
n
a
u
t
h
o
r
i
s
e
d
j
o
u
r
n
a
l
e
n
t
r
i
e
s
R
M
7
7
0
0
0
0
C
u
s
t
o
m
e
r
s
e
r
-
v
i
c
e
s
R
M
7
8
0
0
0
0
0
C
a
s
h
o
f
?
c
e
a
n
d
b
a
n
k
i
n
g
R
M
7
9
0
0
0
0
0
O
v
e
r
t
i
m
e
R
M
8
0
0
0
0
0
0
B
u
d
g
e
t
R
M
8
1
0
0
0
0
0
A
s
s
e
t
c
o
n
t
r
o
l
R
M
8
2
0
0
0
0
0
T
O
T
A
L
6
,
2
0
0
,
0
0
0
1
0
0
,
0
0
0
0
0
0
5
.
5
.
F
I
N
A
N
C
I
A
L
C
O
N
T
R
O
L
A
N
D
C
A
S
H
M
A
N
A
G
E
M
E
N
T
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
A
u
t
o
m
a
t
e
d
C
a
s
h
F
l
o
w
r
e
p
o
r
t
i
n
g
C
a
s
h
F
l
o
w
R
e
p
o
r
t
-
i
n
g
D
a
i
l
y
,
W
e
e
k
l
y
,
M
o
n
t
h
l
y
a
n
d
Y
e
a
r
l
y
c
a
s
h
?
o
w
s
a
c
h
i
e
v
e
r
e
p
o
r
t
i
n
g
r
e
q
u
i
r
e
m
e
n
t
s
f
o
r
d
e
c
i
s
i
o
n
s
t
o
b
e
t
a
k
e
n
F
C
C
M
8
3
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
R
e
c
o
n
c
i
l
i
a
t
i
o
n
s
M
o
n
t
h
l
y
b
a
n
k
r
e
c
o
n
c
i
l
i
a
t
i
o
n
s
P
r
e
p
a
r
e
m
o
n
t
h
l
y
b
a
n
k
r
e
c
o
n
-
c
i
l
i
a
t
i
o
n
s
M
o
n
t
h
l
y
r
e
c
o
n
c
i
l
i
-
a
t
i
o
n
F
C
C
M
8
4
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
F
i
n
a
n
c
i
a
l
C
o
n
t
r
o
l
N
o
c
o
m
p
r
e
h
e
n
s
i
v
e
?
n
a
n
c
i
a
l
c
o
n
t
r
o
l
s
i
n
p
l
a
c
e
I
m
p
r
o
v
e
?
n
a
n
c
i
a
l
C
o
n
t
r
o
l
s
D
o
c
u
m
e
n
t
e
d
?
n
a
n
-
c
i
a
l
c
o
n
t
r
o
l
s
F
C
C
M
5
8
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
B
a
l
a
n
c
i
n
g
o
f
A
s
s
e
t
R
e
g
i
s
t
e
r
/
A
s
s
e
t
c
o
n
t
r
o
l
i
n
c
o
m
p
l
e
t
e
a
s
s
e
t
r
e
g
i
s
t
e
r
C
o
m
p
l
e
t
e
a
c
o
m
p
r
e
h
e
n
s
i
v
e
a
s
-
s
e
t
r
e
g
i
s
t
e
r
t
o
b
a
l
a
n
c
e
w
i
t
h
t
h
e
a
n
n
u
a
l
?
n
a
n
c
i
a
l
s
t
a
t
e
m
e
n
t
s
a
c
o
m
p
r
e
h
e
n
s
i
v
e
a
s
s
e
t
r
e
g
i
s
t
e
r
F
C
6
C
M
8
1
,
6
6
9
,
6
0
0
1
,
6
7
9
,
0
0
0
1
,
6
8
8
,
1
5
2
1
,
6
9
7
,
8
5
2
1
,
7
0
7
,
4
5
2
C
N
L
s
e
r
v
i
c
e
p
r
o
-
v
i
d
e
r
u
s
e
d
F
i
n
a
n
c
i
a
l
S
t
a
t
e
-
m
e
n
t
s
T
i
m
e
o
u
s
s
u
b
m
i
s
-
s
i
o
n
o
f
?
n
a
n
c
i
a
l
s
t
a
t
e
m
e
n
t
s
P
r
o
d
u
c
e
a
n
n
u
a
l
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
i
n
t
e
r
m
s
o
f
l
e
g
i
s
l
a
-
t
u
r
e
r
e
q
.
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
c
o
m
p
l
e
t
e
d
a
c
c
o
r
d
-
i
n
g
t
o
d
e
a
l
i
n
e
s
F
C
C
M
8
7
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
O
v
e
r
t
i
m
e
T
i
m
e
o
f
f
i
s
g
i
v
e
n
t
o
s
t
a
f
f
i
n
l
i
e
u
o
f
o
v
e
r
t
i
m
e
w
o
r
k
e
d
P
r
o
d
u
c
e
r
e
p
o
r
t
s
h
o
w
i
n
g
o
v
e
r
-
t
i
m
e
p
r
o
j
e
c
t
i
o
n
s
a
n
d
o
u
t
l
i
n
i
n
g
d
e
v
i
a
t
i
o
n
s
w
i
t
h
r
e
a
s
o
n
M
o
n
t
h
l
y
r
e
c
o
n
-
c
i
l
i
a
t
i
o
n
o
f
o
v
e
r
t
i
m
e
w
o
r
k
e
d
F
C
C
M
8
8
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
222
Msunduzi Municipality Integrated Development Plan 2011 – 2016
P
R
O
J
E
C
T
N
A
M
E
B
A
S
E
L
I
N
E
/
S
T
A
T
U
S
Q
U
O
I
D
P
O
B
J
E
C
T
I
V
E
M
E
A
S
U
R
A
B
L
E
K
P
I
I
D
P
N
U
M
B
E
R
2
0
1
1
/
1
2
2
0
1
2
/
1
3
2
0
1
3
/
1
4
2
0
1
4
/
1
5
2
0
1
5
/
1
6
S
O
U
R
C
E
O
F
F
U
N
D
I
N
G
W
A
R
D
B
u
d
g
e
t
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
B
u
d
g
e
t
f
o
r
c
o
m
i
n
g
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
b
u
d
g
e
t
o
f
?
c
e
.
A
d
j
u
s
t
m
e
n
t
b
u
d
g
e
t
f
o
r
c
u
r
r
e
n
t
y
e
a
r
t
o
b
e
p
r
e
p
a
r
e
d
a
n
d
s
u
b
m
i
t
t
e
d
t
o
B
u
d
g
e
t
O
f
?
c
e
.
B
u
d
g
e
t
s
u
b
m
i
t
t
e
d
t
i
m
e
o
u
s
l
y
.
F
C
C
M
8
9
0
0
0
0
0
C
N
L
A
c
h
i
e
v
e
d
v
i
a
i
n
t
e
r
n
a
l
s
t
a
f
f
T
O
T
A
L
1
,
6
6
9
,
6
0
0
1
,
6
7
9
,
0
0
0
1
,
6
8
8
,
1
5
2
1
,
6
9
7
,
8
5
2
1
,
7
0
7
,
4
5
2
6
.
M
S
U
N
D
U
Z
I
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
S
C
O
R
E
C
A
R
D
2
0
1
1
-
2
0
1
6
T
h
e
M
u
n
i
c
i
p
a
l
i
t
y
i
s
p
h
a
s
i
n
g
i
n
t
h
e
P
e
r
f
o
r
m
a
n
c
e
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
a
n
d
c
u
r
r
e
n
t
l
y
t
h
e
S
D
B
I
P
i
s
u
s
e
d
a
s
o
u
r
p
e
r
f
o
r
m
a
n
c
e
m
a
n
a
g
e
m
e
n
t
s
y
s
t
e
m
i
n
t
h
e
o
r
g
a
n
i
z
a
t
i
o
n
.
H
a
v
i
n
g
s
a
i
d
t
h
a
t
,
v
a
r
i
o
u
s
s
e
c
t
o
r
p
l
a
n
s
a
s
e
x
p
o
u
n
d
e
d
b
e
l
o
w
f
o
r
m
t
h
e
b
a
s
i
s
o
f
o
u
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
.
O
n
p
a
g
e
s
1
2
8
-
1
4
2
a
?
v
e
y
e
a
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
i
s
p
r
e
s
e
n
t
e
d
f
o
r
C
o
r
p
o
r
a
t
e
G
o
v
e
r
n
a
n
c
e
a
n
d
M
a
n
a
g
e
m
e
n
t
C
o
n
t
r
o
l
R
e
c
o
v
e
r
y
P
l
a
n
;
O
n
p
a
g
e
s
1
4
9
-
1
5
0
p
r
o
v
i
d
e
s
a
?
v
e
y
e
a
r
o
r
g
a
n
i
s
a
t
i
o
n
a
l
s
c
o
r
e
c
a
r
d
o
n
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
;
O
n
p
a
g
e
s
1
5
7
-
1
5
9
a
S
e
c
t
o
r
P
l
a
n
o
n
E
l
e
c
t
r
i
c
i
t
y
i
s
r
e
?
e
c
t
e
d
;
O
n
p
a
g
e
s
1
6
1
-
1
6
5
a
S
e
c
t
o
r
P
l
a
n
o
n
W
a
t
e
r
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
6
7
-
1
6
8
a
S
e
c
t
o
r
P
l
a
n
o
n
S
a
n
i
t
a
t
i
o
n
a
n
d
W
a
s
t
e
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
7
0
-
1
7
7
a
S
e
c
t
o
r
P
l
a
n
o
n
R
o
a
d
N
e
t
w
o
r
k
M
a
s
t
e
r
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
7
9
-
1
8
3
a
S
e
c
t
o
r
P
l
a
n
o
n
H
o
u
s
i
n
g
D
e
l
i
v
e
r
y
a
n
d
P
l
a
n
i
n
g
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
8
5
-
1
8
6
a
S
e
c
t
o
r
P
l
a
n
o
n
I
n
f
r
a
s
t
r
u
c
t
u
r
e
D
e
v
e
l
o
p
m
e
n
t
,
S
e
r
v
i
c
e
D
e
l
i
v
e
r
y
a
n
d
M
a
i
n
t
e
n
a
n
c
e
R
e
c
o
v
e
r
y
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
1
8
8
-
2
0
1
a
S
e
c
t
o
r
P
l
a
n
o
n
C
o
m
m
u
n
i
t
y
a
n
d
F
a
c
i
l
i
t
i
e
s
i
s
p
r
o
v
i
d
e
d
;
O
n
p
a
g
e
s
2
1
8
-
2
2
4
a
S
e
c
t
o
r
P
l
a
n
o
n
F
i
n
a
n
c
i
a
l
R
e
c
o
v
e
r
y
P
l
a
n
i
s
p
r
o
v
i
d
e
d
;
223
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION I: ANNEXURES
1. SPATIAL DEVELOPMENT FRAMEWORK
The Spatial Development Framework is covered in great detail under Section D in the form of the Executive Summary and the
draft copy of the SDF as re?ned will be made avaiable to the assessment team.
2. DISASTER MANAGEMENT PROGRAMME (PLAN)
A provisional programme is in place to mitigate threats and acts of disaster then it strikes. The municipality in the past has reacted
and responded accordingly and effectively in dealing with the scorge of disaster and threats. In the meantime the municipality has
identi?ed those ?ash sports and analysis are conducted to prepare a comprehensive disaster management plan.
2.1 Disaster Management Program of the Msunduzi Municipality
Disaster Management Legislation (Disaster Management Act {act 57 of 2002} )requires that a hazard / risk analysis
for the area under consideration must be undertaken. This has nothing to do with response and relief measures other
then that the more effective “Disaster Management Plans” are likely to become the need for response and rescue
plans.
Section 26g of the Municipal Systems Act, states that Disaster Management Plans must be part of the Integrated
Development Plan. The term “Disaster Management Plans” refers to those remedial plans aimed at preventing or
mitigating an identi?ed risk. However the remedial measures for inclusion in the Disaster Management Plan can
be formalized and a representative body of appropriate and quali?ed council of?cial will have to meet to:-
• Con?rm that the list is representative of threats / risk present.
• Con?rm and agree upon remedial measures.
• Establish the potential cost
• Prioritise remedial measures for inclusion in the Integrated Development Plan.
The attached schedules of natural and manmade hazards and attendant problems are by no means an exhaustive
list of occurrences / hazards / threats, but rather an overview of the things that have happened or have a potential to
happen because these events occur frequently within the Msunduzi Municipality.
DISASTER RISK MANAGEMENT REMEDIAL MEASURES
Threats / Risks to the Msunduzi Municipality
224
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NATURAL HAZARDS
VULNERABILITY CONSEQUENCE
PREVENTION
/ MITIGATION
MEASURE
PRIORITY
1 2 3 4 5
Flooding /
Rivers
Jika Joe informal
settlement
Loss of life/ Property damage/ personal
assets
Umsunduzi low level
bridge. Vehicles
Loss of life
Lower section Ashdown.
Houses
Loss of life/ Property damage/ personal
assets
Slangspruit . houses Loss of life/ Property damage/ personal
assets
Smero Bridge . vehicles
/pedestrians
Loss of life
Kwapata bridge . vehicles
/pedestrians
Loss of life
Dark City/ Sobantu
Houses
Loss of life/ Property damage/ personal
assets
Flooding /
Rivers
Baines Spruit. Khan Rd
informal Settlement
Loss of life/ Property damage/ personal
assets
Low Level bridges /
bridges
Damage to infrastructure sewers, water,
electricity
Wind and rain
Maswazini, Mafakatini,
Sweetwaters, Pypini,
Shayamoya, Copesville,
Tamboville / Houses
Structural failure/ Loss of life/ Property
damage/ personal assets / damage to
electricity and communications
Damage to Informal and
substandard houses
Loss of life/ Property damage/ personal
assets / accommodation, re-establishment
costs
Fire
All informal Settlements Structural failure / Loss of life/ Property
damage/ personal assets/, re-establishment
costs / poor accessibility
Rural areas / grass ?res Loss of life/ Property damage/ personal
assets /, re-establishment costs/ poor
accessibility
225
Msunduzi Municipality Integrated Development Plan 2011 – 2016
MANMADE HAZARDS
VULNERABILITY CONSEQUENCE
PREVENTION
/ MITIGATION
MEASURE
PRIORITY
1 2 3 4 5
Fire
Open Flame heating and
lighting
1 Informal Settlements
2 Formal Houses / cannot
afford electricity
Loss of life/Property
damage / poor accessibility
Transport
N3 freeway Accidents / N3 road closure / main line
closure /hazmat spill / Fires / Loss of life/
Property damage / environmental damage /
pollution
Railway line Accidents / N3 road closure/ main line
closure /hazmat spill / Fires / Loss of life /
Property damage / environmental damage /
pollution
Disease
Vector borne / cholera /
HIV/Aids
Loss of life
Crop damage Loss income, food shortages
Animal diseases Loss income, food shortages
Civil unrest
Rallies, political meetings,
pickets, strikes, marches
Work stoppages/ power failures, water
failure, economic losses, serious disruption,
Loss of life, Property damage
Housing
Informal and substandard
structures
On going maintenance /support
Infrastructure
Poor maintenance Infrastructure failure, high rehabilitation
costs, Work stoppages/ power failures, water
failure, economic losses, serious disruption,
Loss of life
Sport
Recreation
Rallies
Fairs/Shows
Public Safety, security,
?re, health,
Structural failure, Loss of life, economic
losses, serious disruption, credibility
226
Msunduzi Municipality Integrated Development Plan 2011 – 2016
SECTION J: APPENDIXES
SPECIAL DEVELOPMENT PROGRAMMES
1. BACKGROUND
Most of the input under the situation analysis covers some of the aspects of this section. The following inputs intend to explain
the municipality’s response to some of the Socio-Economic Development Challenges. The input under the situation analysis
covers some of the aspects of this section. The following inputs intend to explain the municipality’s response to some of the
Socio-Economic Development Challenges. The inputs below are extracts from various strategies eg youth, gender, HIV /AIDS
and integrated environmental programme of the municipality.
APPENDIX A: YOUTH STRATEGY
2.1. Introduction
The Msunduzi Municipality is committed to full participation of youth in pursue for their noble course and
belief that the future belongs to our youth. Any meaningful contributions that the City could make towards the
empowerment of our youth should have positive impact towards their lives, sustainable, futuristic, educational,
acknowledges cultural diversity, transparent, democratic and participatory.
That belief led the Municipality to establish the Youth Unit on and this unit is located under the City Mayor and
coordinated by the Youth Coordinator whilst the activities of the unit are dictated by the Youth Council and other
relevant stakeholders. Numerous consultative meetings and workshops were held by various youth formations to
establish the Youth Council and to formulate various youth strategies. These strategies will be covered in details
in this submission and the Youth Strategy Document will endeavour to pronounce the strategic linkages with the
Msunduzi’s overall vision, goals and strategies as re?ected in the Strategic Direction of our Integrated Development
Planning.
Part of developing those strategies required an amount of introspection, self criticism and solicitation of input from
all its stakeholders, both internal and external. The process of shaping its strategic outlook and the methods of
achieving that outlook are continuous but began with that initial step of identifying goals and the methodology of
achieving them.
Having a youth strategic plan is crucial for the Msunduzi Municipality particularly as per the legislative requirement
that requires a perspective to be established on government or municipality’s contributions towards youth
development. That perspective is established in policy, strategic and business plans which are all interlinked and form
the basis for the implementation of all the Youth Units activities. The process of drawing up a Strategic Framework
for the Msunduzi Youth Unit assumed a broad consultative format which saw a cross section of youth organisations,
structures, enterprises as well as young men and women being included in the strategic planning process. Through
the participation of these groups in the strategy formulation process, the Msunduzi Youth Development Strategy
was designed to address the major needs, challenges and opportunities of young men and women regardless of race,
disability and creed, accommodating all local municipal dynamics and speci?c sectoral issues.
Youth in the Msunduzi Municipality, through their structures, organizations and af?liations, were invited to a
three-day strategic planning workshop where their views and aspirations on youth development were solicited
and recognised. That also provided an opportunity for the proposed Msunduzi Youth Development Strategy to
be interrogated in a structured manner by a broad cross-section of youth in Msunduzi. Delegates made input and
commentary and structured debates were entertained to enrich the content of the youth strategy. This document
captures all the input that was made by delegates and proposes a strategic route that may be embarked upon by the
youth of Msunduzi. The bene?t of such a process is that all stakeholders in youth development that were present,
understand the direction that the Msunduzi Municipality will be embarking upon and the objectives to be achieved.
227
Msunduzi Municipality Integrated Development Plan 2011 – 2016
It should be noted that the process of strategic planning is continuous and the Youth Unit should monitor and
evaluate the implementation of its strategy on an ongoing basis. Monitoring is crucial to ensure that the organisation
does not lose sight of its chosen route and that remedial measures are taken to correct any deviations from the chosen
strategy. This requires management capacity that is strategic in its orientation. Controls have to be put in place to
ensure that objectives are achieved within predetermined guidelines and that there is adherence to policy guidelines
and the Bylaws of the Municipality.
MANDATES:
• The Constitution (Chapter 2 of 1996)
• National Development Policy Framework (2002-2007)
• United Nations Conventions on the Rights of the Child (UNCRC) National Programmes Of Action Of
Children in South Africa (Of?ce of President) African Charter on the Rights and Welfare Of Children, The
Health Act
• Msunduzi Municipality Integrated Development Plan
2.2. Background and Context
2.2.1. National Perspective
Prior to 1994 the South African youth development programmes occurred within racially segregated
political, social, economic and cultural contexts. The African youth was the most oppressed of all race groups.
This situation contributed directly to the current dilemmas and high levels of marginalization previously
disadvantaged young women and men face today.
The apartheid government did not address the developmental needs of young men and women as a speci?c
category. The particular needs, challenges or opportunities faced by young people were either ignored or not
considered important enough to warrant more focused policy or programmatic interventions.
After 1994 Government recognised the importance of youth development for the fundamental transformation
of South Africa and moved to address the needs of young women and men. The establishment of the National
Youth Commission (NYC) through the enactment of the National Youth Commission Act, 1996 (Act No. 19
of 1996) represents a major commitment by government to address the needs of youth in a committed and
comprehensive manner.
In terms of the role that civil society has to play, the South African Youth Council (SAYC) was established
in mid-1997 as a national, representative, non-governmental body of youth organization. The SAYC, “aims
to develop and empower all young women and men through providing a forum for youth organizations to
contribute to policy and programme development and to uphold the democratic gains of the country.”
The National Youth Commission Policy Document which was developed, submitted and approved by former
President Nelson Mandela in 1997 was widely used by government departments as well as civil society
institutions in conceptualizing and implementing youth development programmes.
The National Development Framework (2002-2007) was designed to provide guidelines for the mainstream of
youth development as an integral part of the broader transformation project and programmes in South Africa.
2.2.2. Provincial Perspective
In 2003, the KwaZulu Natal Youth Commission facilitated a large scale consultation process with youth
structures, youth development practitioners, government departments and civil society. The outcome was the
development of a Draft Provincial Youth Policy which is part of the Municipality’s Integrated Development
Plan and Implementation Strategy for KwaZulu Natal.
The KwaZulu-Natal Youth Policy’s Vision is “... to create the conditions under which youth will be able to
be the protagonists in their own development. For this to be achieved, programmes and projects must be
oriented towards enhancing youth participation in civil society and political process... “
The main aim of the provincial youth policy document is to:
228
Msunduzi Municipality Integrated Development Plan 2011 – 2016
(a) Ensure that policy drives and informs youth development,
(b) Identify priority areas and target groups,
(c) Match the priority areas and target groups with appropriate interventions,
(d) Identify the primary needs of different segments of the youth population and match them with
implementation strategies
Where possible, a prioritised programme will re?ect the broader aims of the national, provincial and local
vision in line with IDP and corporate plan of the Municipality.
2.2.3. Youth Demographic Pro?le
According to the available data, youth form a large portion of the KwaZulu-Natal population and require
urgent interventions in a number of key areas. According to the 1999 October Household Survey (OHS)
conducted by Statistics South Africa (Stats SA), youth comprise 40.6% of the total KwaZulu population of 9
003 040 people, very similar to the national average. The pattern recurs within the youth population, which
is dominated by younger cohorts (particularly 14-19 years old).
If we combine children (aged below l4) and youth, they comprise three quarters (74%) of the total provincial
population. As such, all provincial policies should be informed by the needs of the children and the youth.
The KwaZulu-Natal youth population is almost exactly evenly spread across urban (50.1%) and rural (49.9%)
area. Beneath this overall ?gure are signi?cant differences, however. African youth are more likely to be
found in the rural (59%) than urban areas (41%); the opposite is true for youth of other races, nine out of ten
of whom live in urban areas. (To be updated)
Population 1996 Population 2001 Percentage Growth: Population 2007
523470 553224 6% 616730
MALE % FEMALE %
0 - 5 yrs 12 10
6 - 12 yrs 15 13
13 - 18 yrs 14 12
19 - 25 yrs 15 14
26 - 35 yrs 17 17
36 - 45 yrs 12 13
46 - 55 yrs 8 9
56 - 65 yrs 4 6
66 - 75 yrs 2 4
76 - 85 yrs 1 2
86+ 0 0
2.2.4. Employment Status
Of the total provincial youth population, 45% are not economically active (comprising scholars, housewives,
those receiving disability grants and so on), 29% are not employed while 26% are employed. In raw numbers,
1.5 million youth are not available for employment; just over 1 million are employed, while 900 000 are
unemployed. The rate of unemployment for youth in KwaZulu-Natal stands at a massive 47%. (Status. S.A.
2001).
KwaZulu-Natal is also affected by the HIV/AIDS pandemic. A third of youth in the province already know
of someone who died of AIDS. A third of youth have already had an HIV test. Current attempts by youth
organisations to encourage VCT initiatives need to be supported for combating and managing the disease.
Also by extension to use the Youth Unit to market and raise awareness among youth of the Of Health,
Education, Social Development) and other organizations.
Aids Strategy program’s by Council in partnership with other Government Departments (Department Of
Health, Education, Social Development) and other organizations.
229
Msunduzi Municipality Integrated Development Plan 2011 – 2016
2.2.5. Values and Attitudes
Attitudes on human rights issues vary widely and as a municipality, it is essential that commitments be made
to instill a new ethos in youth as leaders and custodians of the future. This will restore our moral ?bre where
new values and attitudes are regenerated, in partnership with the Moral Regeneration Movement (MRM) and
government departments.
2.3. Vision
“A caring city where all young people are able to realize their full potential in the context of integrated, holistic and
sustainable youth development programmes that are responsive to the needs of young people, to ensure commitment
and participation to city’s efforts of becoming a youth friendly city, the capital of KwaZulu-Natal and the City of
Choice”.
2.4. Mission
“To facilitate, plan, manage, provide, and support youth programmes and activities within the Msunduzi Municipality,
in a developmental, caring, participatory, dynamic, transparent, ef?cient and effective manner.”
2.5 Values and Guiding Principles
Underpinning the youth development programmes for Msunduzi Municipality are the following values and guiding
principles: Underpinning the youth development programmes for Msunduzi Municipality are the values and
guiding principles that are the same as expanded in the strategic directions of the Municipality in SECTION C.
2.6. Key Stakeholders
• Youth Forums
• Youth Organizations
• Civil Society Organizations
• Government Departments
• Private Sector
• National and Provincial Youth Commission
• Municipal SBU’s and CBU’s
• Community Based Organisations
2.7. Strategic Enablers
In order for the strategic plan to be implemented effectively, the following strategy enablers have to exist.
• Adequate human resources allocation.
• Commitment of the entire Msunduzi Youth Unit.
• Political will and commitment.
• Standardized and ?nalization of the Msunduzi Youth Development Strategy.
• Adequate allocation of ?nancial resources.
• Consultation and clear lines of communication with all youth stakeholders in Msunduzi.
2.8. Conclusion
As a foundation for development and harnessing the latent energies of our youth, it is a pleasure that youth strategy
was rati?ed at the highest decision-making level in the Msunduzi Municipality to enable it to be operationalised and
for it to ful?l the aspirations of the Youth in the municipality. As a foundation for development and harnessing the
latent energies of our youth, it is a pleasure that the youth strategies rati?ed at the highest decision-making level in
the Msunduzi Municipality and it forms the operational plan of the Municipality in order to ful?l the aspirations of
the youth in the Municipality.
230
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX B: GENDER STRATEGY
3.1. Background
This draft strategy is the City’s response in addressing the IDP gap as pronounced by the MEC for Local
Government and Traditional Affairs in 2003/2004; 2004/2005 and 2005/2006 IDP reviews regarding the lack of
a gender programme in the Musunduzi Municipality. Most of the critical elements covered here were captured
in order to underpin the Msunduzi Municipality response to gender equity. This document intends to present
and guide our behavioural, attitudinal, processes, policy, programmes and projects implementation internally
and externally.
The gender equity is the subject that can no longer be avoided at any levels of government, business and
community. This subject is clearly pronounced by the Constitution of the Republic of South Africa which is
the document above all other instruments that guides the gender programming. The Constitution has provided
a platform for the establishment of a gender commission, now called the Commission for Gender Equality
(CGE) which was passed in 1996. The CGE is a national independent body that has a mandate to promote
gender equality through various means.
Even though there are guidelines on how gender initiatives should be run, there are no speci?c initiatives at
a local government level and this is the initiative that Msunduzi Municipality seeks to adopt. Developing a
strategic plan will help put the perceived vision into action as long as the policy processes are also aligned to
this initiative.
The international instruments that have been used include among others, the African Women Charter on
Women’s Rights, the Beijing +10 reports, Convention for the Elimination of Discrimination Against Women,
the International Labour Organization Gender Bureau and the International Declaration of Human Rights.
The national instruments that have been used as guidelines include the CGE with its Guidelines for Gender
Initiatives, the Of?ce on the Status of Women (OSW), the guidelines from the South Africa Local Government
Association (SALGA) and guidelines from the Gender Advocacy Program. Amongst its priorities the following have
been of key concern to the Msunduzi Municipality:
• Making recommendations on legislation which will promote gender equality
• Liaising with organizations /sectors of civil society which will promote gender equality
• Development and management of information on education programs
• Monitoring and evaluation of policies and practices of the different levels government statutory bodies, public
and private businesses
• Research
The above processes though not exclusionary have been seen as priorities that will help integrate the powers and
functions of the commissions to the strategic plan of the Msunduzi Municipality Gender Of?ce.
The National Of?ce on the Status of Women has set guidelines at all spheres of government, with the Of?ce of
the Premier having gender focal points as line functions. The of?ce then initiates gender policy formulation and
sees to it that policy is implemented. Actually this has been a cry within the Municipality to ensure that policy is
implemented and when policy that is gender speci?c is not there it should be formulated and implemented.
After the Commonwealth Local Government Symposium, a working group was established with the object of
in?uencing local government policy and ensure that strategies formulated from the symposium are put into action.
For Msunduzi Municipality, there has been a relationship with the South African Local Government Association
gender working group and with the chairpersons of the provincial local authority associations. The local government
made a clear distinction between the internal and external transformation processes for gender equality.
Within the municipality, the Internal Transformation will be guided by the Employment Equity Act, the af?rmative
action practices which will seek to increase the representation of previously disadvantaged groups, including women
and making the working environment more gender-sensitive. This means that the environment should be more
conducive for women to thrive in their careers without regarding their various roles as mothers and as home makers.
The conduct of the councillors will be guided by the rules of order which will in turn be monitored by the gender
machinery. The management will also be evaluated.
231
Msunduzi Municipality Integrated Development Plan 2011 – 2016
External Transformation involves analysis, monitoring and evaluation of the policies and programs of the various
business units to ensure that they promote gender equality. Msunduzi municipality has seen that there is a lag in both
types of transformation and will hence seek to have a dual focus. The focus though is to have a 50 % representation
of women in the various political structures and community structures.
This process has been guided by extensive consultation within and outside the Msunduzi Municipality. A Gender
Lekgotla was used as a platform to generate ideas that will guide programs and initiatives. This forum was composed
of representatives from various political parties at local government levels, by representatives from civil society, by
non -governmental organizations working mainly on gender issues, of?cials from the municipality, faith - based
organizations, unions and community - based organizations.
However due to the realization that there have been many strategic plans which have not been effected due to
lack of proper policy guidelines, this process is in parallel with policy processes that will guide and mandate the
municipality in putting the strategy into action.
3.2. Introduction
Gender inequality has been a problem that came not only as a legacy of apartheid but also as a result of cultural and
religious practices that exist in the area. The Municipality’s location has a strong in?uence on regional channels of
investment, movement and structuring of the provincial spatial framework for growth and development. Uniquely
placed in Kwa Zulu Natal in which it is inhabited by a 20.6% of the South African population. This is one of the few
municipalities that have taken a step in addressing inequalities in the area.
Gender mainstreaming has been an issue in various spheres of government and although expertise and programs
have been put in place to achieve this, the results have not been satisfactory. The essence of this plan is to cope with
change, that is constant in our everyday lives, deal with competition as the municipality pursues its development
agenda in an effective, redistributive and yet non-destructive manner. Msunduzi realizes that as implementation of
policies has been decentralized, the strongest competitive force is among the very people who implement the policies.
Strong competitive forces determine pro?tability and these are various stakeholders who have been in?uential in
the formulation of this strategy.
The municipal posture vis-à-vis the historical background of the country, the skills gap amongst some of the
proposed implementers, and lack of clear guidelines and principles for implementation of the internal strategies,
make it mandatory to have a strategic review process. The gender machinery has to be repositioned and equipped to
deal with all the change processes in the organization and as the national guidelines state.
Respecting the rights of women is an important aspect of human rights and justice for all in a country. South Africa
has been applauded as one of the countries that have honoured this right, although implementation at grassroots
levels still needs to be worked on.
The government macro-economic policy has led to economic growth that is crucial for the reduction of poverty
and inequality. For instance, the GEAR (Growth, Employment and Redistribution Strategy) that sought to reduce
inequality through structural transformation has partially produced results at national government level but few
results at local government level.
At a municipal level, there are gaps in the various municipal acts, which are gender blind in many respects. The
previous IDP was also gender blind and although reviewing it is an ongoing process, a parallel process to incorporate
gender activities should be started. In the same vein, a gap exists in linking what the municipality does and what the
provincial and national gender structures do. It is therefore proposed that such a structure should be established as
an ongoing process, starting with in co-operating various stakeholders in the gender forum from those levels both as
technical advisors and providing a political backbone to our processes.
232
Msunduzi Municipality Integrated Development Plan 2011 – 2016
Msunduzi Municipality has identi? ed the following opportunities that can be used to further gender empowerment
programs:
• A country with reasonable resources, a viable economy and a business community who has a track record in
South Africa’s transformation
• A broad base of NGO and Civil Society groups that exist in Kwa-Zulu Natal
• Strategic positioning of the municipality in terms of the ability to coordinate other sectors that have been
evident in the HIV/AIDS strategy
• Municipal infrastructure in place to bring such a task to fruition although capacity needs to be developed in
various areas
This document sets out the proposition for the role and direction of the Msunduzi Municipality in women
empowerment and gender mainstreaming programmes. It is driven from a wide forum for consultation by
enthusiastic organisations and individuals who seek to build a lasting legacy for generations to come.
It takes account of the range and diversity of KwaZulu-Natal’s civil society interventions and operations within
the Msunduzi area of jurisdiction. It recognizes the impact of historical differences and seeks to correct them in a
just and non-controversial manner. It acknowledges the international framework of gender programs, seeking to
empower both men and women, but noting that empowerment of women is the empowerment of a nation.
The operational context raises new challenges and presents opportunities for the municipality to deliver on its
mandate on development with the vision of seeing the programmes from the city of choice becoming best practice
examples.
3.3. Legislative and policy framework
The overarching legislation is the Constitution of the Republic of South Africa in its Bill of Rights (Chapter Two).
The statement says “the state may not unfairly discriminate directly or indirectly against anyone on one or more
grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation,
age, disability, religion, conscience, belief, culture, language and birth.” Gender based discrimination is a rights
based issue and it shall be handled by this strategy as such.
This section will be translated as a guiding principle as follows: All persons within the Msunduzi Municipality shall
be treated equally and shall enjoy the same rights, as such there shall be no discrimination on gender lines within
the Municipality and in the external activities it engages itself in. This will therefore assist the Municipality in
implementing its integrated development plan.
The second legislative framework is the National Gender Policy Framework that establishes guidelines for South
Africa to correct the historical imbalances that have contributed to gender inequality At an international level the
policy frameworks, as aforementioned, stem from the Beijing conferences, the CEDAW and the African charter on
human and Peoples Rights on the rights of women, and the International Labour Organization Conventions and
Recommendations.
A Gender policy document will be developed as a parallel process to this strategic plan to speci?cally spell out the
roles of the various committees in addressing gender imbalances.
3.4. Strategy
“Where Do We Want to be - Five Years from Now”?
As a municipality, Msunduzi has taken a decision to mainstream gender in all areas of its work and to be operational
in empowering women in various identi?ed key thematic areas. Consequently, the Municipality aims to develop
gender programming competencies to various stakeholders especially those who will implement the program,
through information provision, service provision, training and, human resource restructuring.
233
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.4.1. Purpose of the strategic plan
The purpose of the strategy is to ensure that gender is mainstreamed in all the Msunduzi Municipality
activities and will be used as a tool to promote women’s empowerment in Msunduzi Municipality. It provides
a framework with practical steps for implementation of the program so that all stakeholders know what they
need to do. It has an internal process that focuses on institutional gender mainstreaming and an external
outlook that hinges on service delivery, community mandates and all the municipal development strategies.
This shall include monitoring and evaluation activities and the purpose shall stand until the municipality has
a 50 percent representation of women in all spheres, political and administrative.
3.4.2. Vision
“The Msunduzi Municipality shall strive towards being the best in the attainment of gender equality by
correcting the historical imbalances and building a lasting legacy for generations to come.”
3.4.3. Mission
The Msunduzi Municipality shall:
1. Honour and respect the rights of women as enshrined in the Bill of Rights.
2. Actively promote the advancement of gender equality in all structures.
3. Work with all stakeholders to in?uence transformation and gender equality,
Through an active participatory, non-discriminatory, transparent, equitable, supportive and re distributive
manner
3.4.4. Speci?c objectives
3.4.4.1 The Overarching Principle
The underlying principle is therefore that of an integrated approach, acknowledging and
redressing the past in a non discriminative and participatory manner. In this regard the principle
of acknowledging diversity and change is our core.
3.4.4.2. Objectives
1. To ensure that all programmes that are being implemented at municipality level are gender
sensitive.
2. To ensure gender policies are developed and implemented more effectively.
3. To ensure capacity and skills development programs are biased towards women.
4. To ensure integration of gender programs in all three spheres of government (i.e. Local,
Provincial and National).
5. To create a knowledge base on the heritage, lessons learnt, promising practices and
experiences.
6. To monitor and evaluate the status of women in the municipality.
7. To conduct ongoing research relevant to the needs of women.
3.5. Target market
3.5.1. Women
The target market for this strategy includes all women in 37 Wards of Msunduzi Municipality with a lower
age limit of 18 years of age and with no upper age limit. However discretion may be exercised in individual
cases. The implementation shall start with the disadvantaged women as the high preference category.
234
Msunduzi Municipality Integrated Development Plan 2011 – 2016
3.5.2. Men
Men will be included in the various programmes regarding gender mainstreaming especially in capacity
building activities, in community empowerment programs and in various projects that the municipality will
be involved in.
3.6. Gender Programme of Action
The strategy was translated into the programme of action and the following details and themes are explained fully
as enclosures in this document:
In a spreadsheet format the programme of action is de?ned along columns in strategic objectives, activity, responsible
person, deadline, baseline data, targets or indicators and cost or budget required. The programme of action covers
the tender management system, special projects and programmes, governance, economic growth and development,
infrastructure, social services and development and institutional transformation as theme or subtitles of each
spreadsheet. The onus to realise this programme of action rests with proper provision of resources, participants and
champions or drivers of each project or programme.
3.7. Conclusion
A comprehensive Gender Strategy that was developed in consultation with various stakeholders is available and the
above inputs form the basis for the overall strategy. There was consensus that a ?agship program will be developed
that shall seek to unite all the strategic business units. Within the action plan there are important days that connect
the various activities within the gender based programs and link the Msunduzi gender activities also with the
outside world. There was consensus that a ?agship program will be developed that shall seek to unite all the strategic
business units. Within the action plan there are important days that connect the various activities within the gender
based programs and link the Msunduzi gender activities also with the outside world.
There are ?ve main areas of interest in this strategy, namely policy, research, gender based projects, internal gender
mainstreaming and advocacy. Policy will guide the designing of gender sensitive projects and will guide gender
based service delivery within the municipality. It will seek to enforce the establishment of monitoring and evaluation
tools. Research will help the municipality to produce gender aggregated data that will serve as a benchmark in all
the activities. This research shall therefore be linked to policy and will be very helpful in internal mainstreaming.
In addition to this, the strategic areas shall help us produce programs of action for the external activities, in service
delivery and in the community.
Advocacy processes shall link the processes and will help remove stumbling blocks against progress. To this end, an
action plan has been developed with measurable indicators and time frames.
235
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX C: HIV / AIDS STRATEGY
STRATEGIC PRIORITY FOCUS 7
4.1. Community Centres
The main objective of the programme revolves around whether citizens in the municipality have the opportunities
and capacities to share equitably in the socio-economic bene?ts of city life. Community services such as primary
health care, water, sanitation, electricity and housing are inextricably linked to human rights and social equity, both
of which are enshrined in the Bill Of Rights, Chapter 2 of the Constitution of the Republic of South Africa.
The regimented exclusion of most South Africans in the delivery of essential and basic services has meant that
massive backlogs are evident in the skewed spatial development of the country, and local government has been
mandated, in co-operation with other spheres of government, to deliver these services. As a developmental Council,
the provision of essential services has been at the top of the priority list, and every effort, in consultation with ward
Councillors and their communities, have shaped the delivery of these services to restore dignity and social equity
in communities.
4.1.1. Health and Welfare
More than anything that has de?ned the city in the past ?ve years, the city’s response to health and welfare issues
and particularly to the scourge of Aids, has been hailed as the hallmark of public-private partnership success.
The Msunduzi HIV/Aids Network, a network of community-based and Non governmental organizations
working in close association with the municipality, have been responsible for not only changing perceptions
about the municipality and HIV/Aids, but have jointly contributed to the international recognition of the
municipality’s aggressive HIV/Aids Strategy which galvanized all sectors into a single network spread out
across the entire city and surrounds. The strategy has also been adopted as a model of Best Practice by the
Dubai International Award and also nationally within the South African Cities Network.
In 2004, an international award for the strategy was conferred on the city, con?rming our belief that
partnerships and decisive leadership can spare our people the humiliation and desperation associated with
HIV/Aids. Furthermore, numerous other organizations in the city continue to make impressive gains in
beating the effects of the pandemic as they work with disadvantaged, affected and infected people like
children and women within the network. This has seriously raised our people’s hopes, and provided ample
opportunity for us as Council to do all in our power to beat Aids. The roll-out of Anti-Retroviral Treatment
is also being fast tracked, and so far our people are taking advantage of the service.
Work with the elderly as part of Social Services and vulnerable groups such as street children and other
children-at-risk continues through the unit, and support mechanisms especially for child-headed households
are aligned to all functional units such as infrastructure services and facilities in terms of housing provision.
Since 2002, the unit has been instrumental in providing clinic services in an integrated form, with new clinics
established at ensuring that our communities have access to Primary Health Care (PHC) full packages and
services. These interventions have made ours not only an inclusive municipality, but one with healthy and
productive people.
236
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX D: INDIGENT POLICY
INDIGENT POLICY GUIDELINES / IMIQATHANGO YENQUBOMGOMO YABANHLWEMPU
It is without saying that the equitable share allocation to the Municipality has made it possible for the City to maximize the
delivery of service particular to those areas that were previous disadvantaged by the previous systems of government. In 2004
when the City acquired its capital status, we saw a growing demand for housing, traf?c congestion on our roads and triple hikes
in housing prices. This scenario has been worsening by the growing in?ation in the country and the high costs in the basic food
stuff.
In lieu of the above the Municipality had reviewed the indigent policy in order to enable those that are at the bottom of the
economic ladder to earn a living. During the IDP Review for 2010/2011 the municipality reviewed the Indigent Policy along
other polices and in terms of legislation on equity, all the properties in Pietermaritzburg would have a rebate for R150 000, that
will mean that any property is valued at less than R150 000 and properties less than R150 000 will be exempted from paying
rates.
Special Provisions
Child Headed Households
In the case of child headed households, the following conditions apply: The child-headed household be declared indigent after
consultation with the Ward Councillor/s provided that the household income after death does not exceed R2036.00 per month.
That the account be continued in the name of the deceased estate.
Flats
Where a resident lives in a ?at, and is the account holder and is declared indigent upon application, the following conditions
apply:
Water
A ?nancial bene?t that is equal to the value of 6kl of water based on the domestic tariff shall, on application, be credited to the
electricity account.
Sanitation
The indigents electricity account shall, on application, be credited with the basic tariff in respect of sewer charges based on the
domestic tariff. That if the above mentioned concessions have the effect of the month being in credit, the account rendered shall
be zero and not stand to the credit of the consumer.
*Conditions Apply
Access to Basic Services
AUTOMATIC QUALIFICATION AS
AN INDIGENT
Free 50 kWh
?
Free 20 Amp
?
Free 6kl
Balance @ normal R7.93
per kl
?
Free
?
Free
?
Free
?
ON APPLICATION
AS AN INDIGENT
Subject to ampere limit of
20 Amp and Water Restriction Device
Reduced
Free 50 kWh
Balance @ normal
?
20 Amp Reduced
?
Free 6kl
7-12 @ R3.23 per kl
Balance @ normal
R7.93 per kl
?
Reduced Tariff
?
Reduced Tariff
?
Rebate on approval In-
more less than R1640
40% OR Income
between R1640-R2036
= 33.3%
?
ON APPLICATION
AS AN INDIGENT
Subject to ampere limit of
20 Amp and Water Restriction Device
Reduced
Free 50 kWh
Balance @ normal
?
20 Amp Reduced
?
Free 6kl
7-12 @ R3.23 per kl
Balance @ normal
R7.93 per kl
?
Reduced Tariff
?
Reduced Tariff
?
Free
?
* All tariff (charge) amounts and income limits quoted here are subject to change.
237
Msunduzi Municipality Integrated Development Plan 2011 – 2016
IZIBONELELO EZINGAVAMILE
AMAKHAYA APHETHWE YIZINGANE
Esimweni samakhaya asesele nezingane, kuyosebenza lemibandela elandelayo:
Ikhaya lelo liyothathwa, njengekhaya elinhlwempu emva kokubonisana neKhansela lesiGceme, kodwa imali engenayo phakathi
kwekhaya mayingabi ngaphezu kuka R2036.00 I-akhawunti iyoqhubeka nokuba segameni lefa likamu?.
AMAFULETHI
Kumuntu ohlala efulethini futhi one-akhawnti nomKhandlu nosethathwa njengomuntu onhlwempu, kuyosebenza lemibandela
elandelayo:
Amanzi
Inani lemali elilingana nemali yamanzi awu 6 kl iyobuyiselwa kwi-akawunti yagesi emva kokuba umuntu esefake isicelo.
Inhlanzeko
i-akhawnti yagesi yomuntu onhlwempu, emva kokuba esefake isicelo, iyofakwa imali yesolishi yasekhaya. Uma zonke lezi
zaphulelo ezingasenhla ziba ngaphezu kwesikweletu somuntu saleyo nyanga, umuntu lowo angeke akhokhiswe lutho kuleyo
nyanga, futhi kuyobe kungasho ukuthi umKhandlu usuyamkweleta.
*Imibandela okusetshenzwelwa phezukwayo
Ukutholakala Kwezinsiza Nqangi
UBUHLWEMPU OBUNGABUZWA
50 kWh mahhala
?
20 Amp mahhala
?
6kl mahhala
Okungaphezulu
kukhokhelwa uR7.93/kl
?
Imahhala
?
Imahhala
?
Amahhala
?
UKUCELA UKUTHATHWA
NJENGOBUHLWEMPU
Umbandela: Amandla kagesi mawangabi
ngaphezu kuka 20 Amp futhi amanzi
Inkokhiso Ephansi
50 kWh mahhala Okun-
gaphezulu kukhokhelwa
imali ejwayelekile
?
20 Amp Wokuziphilisa
?
6kl mahhala
7-12 @ R3.23 / kl
Okungaphezulu
kukhokhelwa uR7.93 / kl
?
Inkokhiso ephansi
?
Inkokhiso ephansi
?
Isaphuleo uma siphum-
elela Imali engenayo
ingaphansi kuka R1640=
40% noma Imali enganayo
iphakathi kuka R1640
- R2036 = 33.3%
?
OKUCELA UKUTHATHWA
NJENGOBUHLWEMPU
Umbandela: Amandla kagesi mawangabi nga-
phezu kuka 20 Amp futhi amanzi
Inkokhiso Ephansi
50 kWh mahhala
?
20 Amp Wokuziphilisa
?
6kl mahhala
7-12 @ R3.23 / kl
Okungaphezulu
kukhokhelwa uR7.93/kl
?
Inkokhiso ephansi
?
Inkokhiso ephansi
?
Amahhala
?
* All tariff (charge) amounts and income limits quoted here are subject to change.
238
Msunduzi Municipality Integrated Development Plan 2011 – 2016
APPENDIX E: SPECIAL GROUPS
Our senior citizens, children and people with disabilities, the municipality through the of?ce of the City Mayor has employed the
Manager dealing with special programmes and projects, of?cers that the responsible for HIV and AIDS, Gender Youth, Children,
Senior Citizens and People with Disabilities, there are also programmes that are conducted by this unit to address issues raised by
the target groups when the City Mayor, Speaker and Councillors consult with these groups concerned.
Some of the programs that we run as the municipality are:
• Youth Council has agreed on a number of youth projects and various developmental activities
• Care-givers are used to attend those families with members of family in distress and requiring special attention.
• Various projects for the elderly.
• Between the Department of Health and our Health section, various programs, through the section head are part-funded by
both institutions.
• Through the Children Act No. 38 of 2005, programs that are driven by the President of?ce of the RSA’s of?ce, the
municipality participates in those interactions and a policy will be mooted in due course which will be in line with the act
mentioned above.
239
Msunduzi Municipality Integrated Development Plan 2011 – 2016
GLOSSARY OF ABBREVIATIONS USED IN THIS DOCUMENT
ABET Adult Basic Education and Training
ATICC Aids Training, Information and Counselling Centre
ASGISA Accelerated Shared Growth Initiative of South Africa
BESG Built Environment Support Groups
CBD Central Business District
CDS City Development Strategy
CHC Community Health Centre
CMIP Consolidated Municipal Infrastructure Programme
CSP Corporate Strategic Planning
CSSE Community Services and Social Equity
CBU Corporate Business Unit
DAEA Department of Agriculture & Environment Affairs
DBSA Development Bank of Southern Africa
DEDT Department of Economic Development & Tourism
DET Department of Education & Training
DM Disaster Management
DOF Department of Finance
DOH Department of Housing
DOT Department of Transport
DOTS Directly Observed Treatment Strategy
DPLG Department of Provincial and Local Government
DTI Department of Trade & Industry
DWAF Department of Water Affairs & Forestry
ECA Environment Conservation Act (73 of 1989)
EDI Electricity Distribution Industry
EIA Environmental Impact Assessment
EDG Economic Development and Growth
GDP Gross Domestic Product
GIS Geographic Information System
GDP Growth Domestic Product
HR Human Resource
IDP Integrated Development Plan
IDT Independent Development Trust
IDZ (Zone) Industrial Development Zone
IEM Integrated Environmental Management
INR Institute of Natural Resources
ISF Infrastructure, Services and Facilities
IT Information Technology
KPCA Keep Pietermaritzburg Clean Association
KZN (Province of) Kwa Zulu Natal
KPA Key Performance Area
KLAA KwaZulu Land Affairs Act, R293 & R1888
LA21 Local Agenda 21
LDP Local Development Plan
LED Local Economic Development programme
LUMP Land Use Management Plan
MIIU Municipal Infrastructure Investment Unit
MOSS Metropolitan Open Space System
Msunduzi Msunduzi (Pietermaritzburg) Municipality
MTAB Metropolitan Transportation Advisory Board
Muni Sys Act Municipal Systems Act,2000
MOU Memorandum of Understanding
MIG Municipal Infrastructure Grant
MEC Member of Executive Council
MHA Msunduzi Housing Association
NEMA National Environmental Management Act (107 of 1998)
240
Msunduzi Municipality Integrated Development Plan 2011 – 2016
NGO Non Government Organisation
PCB Pietermaritzburg Chamber of Business
PMB Pietermaritzburg (Msunduzi)
PR Public Relations
REDs Regional Electricity Distributors
SALGA South African Local Government Association
SDI Spatial Development Initiative
SETA Sector Education & Training Authority
SMME Small Medium and Micro Enterprises
SGHR Sound Governance and Human Resources
STI Sexually Transmitted Infection
SEA Strategic Environment Assessment
TADSA TB Alliance, DOTS, Support Association
TLC Transitional Local Council
TPS Town Planning Scheme
TPO Town Planning Ordinance
uMgungundlovu uMgungundlovu District Municipality
UKZN (P) University of Kwa-Zulu Natal (Pietermaritzburg)
USAID United States Agency for International Development
VIP (Latrine) Ventilated, Improved Pit (latrines)e Indicators
MTAS Municipal Turnaround Stratergy
doc_575050940.pdf