Description
This abstract tell nelson mandela bay metropolitan municipality.
NELSON MANDELA BAY
METROPOLITAN MUNICIPALITY
DRAFT
INTEGRATED
DEVELOPMENT
PLAN
2011 - 2016
10
TH
EDITION
TABLE OF CONTENTS
FOREWORD BY EXECUTIVE MAYOR...................................................................1
EXECUTIVE SUMMARY..........................................................................................2
CHAPTER ONE : INTRODUCTION AND BACKGROUND...................................14
CHAPTER TWO : SITUATIONAL ANALYSIS.......................................................29
2.1 INTRODUCTION.....................................................................................29
2.2 SITUATIONAL ANALYSIS OF NELSON MANDELA BAY .......................29
2.3 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY..............29
2.4 INSTITUTIONAL ARRANGEMENTS.......................................................32
2.5 WARD-BASED NEEDS AND PRIORITIES..............................................36
CHAPTER THREE : SPATIAL DEVELOPMENT FRAMEWORK, SECTOR PLAN
LINKAGES AND INFRASTRUCTURE INVESTMENTS........................................51
3.1 SPATIAL DEVELOPMENT FRAMEWORK PROPOSALS ......................56
3.2 IMPLEMENTATION AND PRIORITISATION...........................................64
3.3 INCORPORATING SECTORAL PLANS..................................................65
3.4 CONSERVATION OF BUILT ENVIRONMENT AND HERITAGE ............73
3.5 CURRENT STATUS OF MSDF ...............................................................76
CHAPTER FOUR : SERVICE DELIVERY PLAN...................................................77
CHAPTER FIVE : FIVE-YEAR IDP IMPLEMENTATION FRAMEWORK..............87
5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ........87
5.1.1 BUILD UNITED, SUSTAINABLE, INTEGRATED HUMAN
SETTLEMENTS.......................................................................................88
5.1.2 PROVISION OF BASIC SERVICES........................................................95
5.1.2.1 WATER SERVICES ......................................................................................95
5.1.2.2 PROVISION OF SANITATION.......................................................................100
5.1.2.3 COMPREHENSIVE INTEGRATED TRANSPORT PLAN (CITP) ............................103
5.1.2.4 PROVISION OF ELECTRICITY......................................................................123
5.1.2.5 PUBLIC HEALTH........................................................................................127
5.1.2.6 HIV AND AIDS MAINSTREAMING..................................................................141
5.1.2.7 SAFETY AND SECURITY.............................................................................143
5.1.2.8 INFRASTRUCTURE ASSET MANAGEMENT ...................................................149
5.2 LOCAL ECONOMIC DEVELOPMENT ..................................................153
5.2.1 SOCIAL PROGRAMME................................................................................156
5.2.2 INDUSTRIAL GROWTH AND INNOVATION PROGRAMME.................................157
5.2.3 INFRASTRUCTURE AND LOGISTICS PROGRAMME........................................157
5.2.4 THE SOCIO-ECONOMIC IMPACT OF SPORT AND RECREATIONAL ACTIVITIES..158
5.2.5 FACILITATION OF MEGA PROJECTS............................................................159
5.2.6 BUILDING THE BASICS IN ORDER TO ACHIEVE THE DESIRED SOCIO-ECONOMIC
OUTCOMES..............................................................................................160
5.2.7 JOB CREATION AND EPWP (EXPANDED PUBLIC WORKS PROGRAMME) .........162
5.2.8 POVERTY ERADICATION............................................................................165
5.2.9 MBDA ......................................................................................................166
5.2.10 THE UITENHAGE DESPATCH DEVELOPMENT INITIATIVE (THE UDDI) ..............167
5.2.11 HERITAGE MANAGEMENT..........................................................................167
5.3 URBAN RENEWAL PROGRAMME.......................................................176
5.3.1 MOTHERWELL URBAN RENEWAL PROGRAMME (MURP) ...............................176
5.3.2 HURP (HELENVALE URBAN RENEWAL PROGRAMME) ...................................181
5.4 MUNICIPAL TRANSFORMATION AND ORGANISATIONAL
DEVELOPMENT....................................................................................183
5.4.1 STRATEGIC PLANNING AND INTEGRATION ..................................................184
5.4.2 INTEGRATED DEVELOPMENT MATRIX.........................................................184
5.4.3 HUMAN RESOURCES DEVELOPMENT PLAN.................................................185
5.4.4 CORPORATE GIS ......................................................................................187
5.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION.......................202
5.5.1 HANDOVER REPORT TO THE NEWLY ELECTED COUNCIL..............................202
5.5.2 INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) STRATEGY.........203
5.5.3 LEGISLATIVE COMPLIANCE AND CORPORATIVE GOVERNANCE.....................204
5.5.4 PUBLIC PARTICIPATION AND SPECIAL SECTOR DEVELOPMENT ....................204
5.5.5 YOUTH DEVELOPMENT .............................................................................205
5.5.6 NELSON MANDELA BAY ENTERPRISE RISK MANAGEMENT............................207
5.5.7 COUNCIL AND COMMITTEE SERVICES ........................................................208
CHAPTER SIX : FINANCIAL SUSTAINABILITY AND VIABILITY .....................224
CHAPTER SEVEN : PERFORMANCE MANAGEMENT, MONITORING AND
EVALUATION.......................................................................................................251
ABBREVIATIONS
AIDS: Acquired Immune Deficiency Syndrome
AQMP: Air Quality Management Plan
ASGISA: Accelerated Shared Growth Initiative of South Africa
ATTP: Assistance to the Poor
BATA: Border Alliance Taxi Association
BMS: Bridge Management System
CAPEX: Capital Expenditure
CBD: Central Business District
CBP: Community-Based Planning
CDWs: Community Development Workers
CITP: Comprehensive Integrated Transport Plan
CMTF: Consolidated Metropolitan Transport Fund
Coega IDZ: Coega Industrial Development Zone
CPI Consumer Price Index
CUP: Comprehensive Urban Plan
DOT: Department of Transport
DWAF: Department of Water Affairs & Forestry
ECDOH: Eastern Cape Department of Health
EDTA: Economic Development, Tourism and Agriculture
ELR: Environmental Legal Register
EMF: Environmental Management Framework
EPWP: Expanded Public Works Programme
FIFA: Federation of International Football Association
GAMAP: Generally Accepted Municipal Accounting Principles
GDP: Gross Domestic Product
GDS: Growth and Development Strategy
GGP: Gross Geographical Product
GGVA: Geographical Growth Value Add
GIS: Geographical Information System
HH: Household
HIV: Human Immunodeficiency Virus
HURP: Helenvale Urban Renewal Programme
ICT: Information and Communication Technology
IDF: Interdepartmental Forum
IDP: Integrated Development Plan
IDP-RF: Integrated Development Planning Representative Forum
IDZ: Industrial Development Zone
ILIS: Integrated Land Information System
IMCI: Integrated Management of Childhood Illnesses
IPT: Integrated Public Transport
IT: Information Technology
ITP: Integrated Transport Plan
LED: Local Economic Development
LGMSA: Local Government: Municipal Systems Act
LUMS: Land Use Management System
M and E: Monitoring and Evaluation
MBDA: Mandela Bay Development Agency
MFMA: Municipal Finance Management Act
MIG: Municipal Infrastructure Grant
MSA: Municipal State of Address
MSDF: Metropolitan Spatial Development Framework
MUMs: Management-Union Meetings
MURP: Motherwell Urban Renewal Programme
NASA: Nation State of Address
NATIS: National Traffic Information System
NERSA: National Energy Regulator of South Africa
NMB: Nelson Mandela Bay
NMBMM: Nelson Mandela Bay Metropolitan Municipality
NMBT: Nelson Mandela Bay Tourism
NMMOSS: Nelson Mandela Metropolitan Open Space System
NMMU: Nelson Mandela Metropolitan University
NMT: Non-motorised Transport
NSDP: National Spatial Development Perspective
NT: National Treasury
OPEX: Operating Expenditure
ORP: Orange River Project
PE: Port Elizabeth
PFMA: Public Finance Management Act
PGDP: Provincial Growth and Development Plan
PGDS: Provincial Growth and Development Strategy
PMS: Performance Management System
POSA: Provincial State of Address
PWDs: People with Disabilities
REDS: Regional Electricity Distributors
RSMS: Road Signs Management System
SALGA: South African Local Government Association
SARCC: South African Road Commuter Corporation
SCUs: Sustainable Community Units
SDBIP: Service Delivery and Budget Implementation Plan
SDF: Spatial Development Framework
SMS: Signs Management System
SPSP: Sector Policy Support Programme
SSIF: Strategic Spatial Implementation Framework
STP: Service Transformation Plan
SWH Solar Water Heating
SWMP: Storm Water Master Plan
TA: Taxi Associations
UDDI: Uitenhage-Despatch Development Initiative
USTA: Uncedo Service Taxi Association
WC: Ward Committee
WDMU: Water Demand Management Unit
WDS: Waste Disposal Sites
WMP: Water Master Plan
WP: Ward Plan
WPF: Ward Planning Facilitator
WSDP: Water Services Development Plan
1
FOREWORD BY EXECUTIVE MAYOR
The Nelson Mandela Bay Municipality presents the reviewed Integrated
Development Plan (IDP) for 2011-2016: the institution’s key strategic planning
tool, which is reviewed on an annual basis. This IDP presents the
communities of Nelson Mandela Bay with bold initiatives, strategies and
programmes to give them access to quality basic services – in many
instances, for the first time in their lives.
Public participation and engagement is the foundation on which the IDP is
based and, again, this IDP is the outcome of a series of public IDP and
Budget meetings and the Outreach Programme visits of the political
leadership to the communities of Nelson Mandela Bay over the past 5 years.
During these comprehensive Outreach Programmes, the political leadership
talked and listened to residents and community representatives to identify
their priorities and needs, which were subsequently integrated into the IDP
and Budget.
The abject conditions under which some of our residents live, calls for a
paradigm shift in service delivery. We will not tolerate laziness.
The task now ahead is the full implementation of the IDP and Budget. If we
fail in this, we will be failing our people. Complementary to the IDP and
Budget is the Municipality’s Turnaround Strategy that will change the face of
the Municipality and Nelson Mandela Bay. The Turnaround Strategy is
premised on and reviewed by way of constant assessments of institutional
performance gaps and developing and implementing interventions to ensure a
continuous improvement in governance, service delivery and accountability,
while promoting a more efficient and motivated workforce, and socio-
economic transformation.
The successful implementation of the IDP and Budget can be achieved only
through a partnership between the Municipality and the other spheres of
government to create a single window of co-ordination as reflected in
Outcome 9. This should be complemented by partnerships with local
communities and key stakeholders.
Together, we can do more!
CLLR ZANOXOLO WAYILE
EXECUTIVE MAYOR
2
EXECUTIVE SUMMARY
This Executive Summary provides a brief outline of the context, content,
process outcomes and impact of the Nelson Mandela Bay Municipality’s IDP.
A brief situational analysis of the Nelson Mandela Bay Municipality:
• Population = 1.1 million
• Number of households = 289 000 (formal)
= 38 000 (informal)
= 49 000 (backyard shacks)
Key developmental challenges:
• High poverty and unemployment
• Inadequate access to basic services (water, sanitation, refuse collection,
electricity, housing and primary health care)
• Infrastructure, maintenance and service backlogs
• HIV and AIDS – 30% prevalence rate – and TB
• Crime
• Illegal dumping
• Lack of integrated planning between the three spheres of government
• Unfunded mandates
• Housing shortage and rectification of ‘wet-and-defective’ houses
• Lack of integrated and sustainable human settlements
• Cash challenge in the institution
Opportunities provided by Nelson Mandela Bay:
• World class infrastructure for investment at Coega IDZ and deepwater port
of Ngqura.
• Vibrant automotive manufacturing centre and Logistics Park.
3
• “Windy city” – opportunity for wind energy generation.
• Popular tourism destination with rich biodiversity, Blue Flag Status
beaches and sunny, temperate climate and magnificent game and wildlife.
• Excellent schools and institutions of higher learning.
• Friendly and vibrant people with a rich diversity of culture and languages.
Nelson Mandela Bay Municipality’s IDP Priorities
The IDP priorities of the Nelson Mandela Bay Municipality are informed by the
following:
• Local perspective, informed by situational analysis, developmental
challenges and public participation processes.
• National perspective, informed by national priorities and Millennium
Development goals.
• Provincial perspective, informed by the PGDP.
Alignment between IDP and Budget
An IDP-based Budget is essential in order to realize IDP objectives. The
Nelson Mandela Bay Municipality’s IDP and Budget are aligned in terms of
key performance areas, priorities, programmes and sector plans.
Total Operating and Capital Budgets
• Total Operating Budget for 2011/12 financial year – R6,535,373,080
• Total Capital Budget for 2011/12 financial year – R1,435,007,000
People-driven IDP and Budget Processes
The Municipality’s IDP and Budget processes are people-driven. They are
informed by Ward-based planning, analysis of ward needs and priorities, and
public and stakeholder engagements.
4
IDP Implementation, Monitoring and Evaluation
The IDP and Budget are implemented through a Service Delivery and Budget
Implementation Plan (SDBIP). A municipal scorecard is used to measure,
monitor, evaluate and report on institutional performance (monthly, quarterly,
bi-annual and annual basis). The institutional SDBIP forms the basis of
directorate-based SDBIP and the performance agreements and plans of
employees. To enhance accountability, the Municipality established a multi-
party Municipal Public Accounts Committee.
The Performance Management Framework of the Municipality is reflected in
the diagram below:
Monthly reports
Quarterly reports and
assessments
Mid-term reports
Annual report
Community Community
Employee contracts
and annual
performance
agreements for the
Municipal Manager
and senior managers
SDBIP
Service delivery targets
Performance indicators
Revenue and expenditure by
vote
Integrated Development Matrix
The Municipality developed an Integrated Development Matrix to ensure
integrated planning and the development of integrated sustainable human
settlements as illustrated in the diagram below.
5
Cluster System
The Nelson Mandela Bay Municipality introduced a Cluster System to promote
an integrated institutional system of governance and to improve monitoring.
In 2010, this Cluster System was reviewed and reconfigured, as reflected in
the table below.
Objectives of Cluster System
The objectives of the Cluster System are to:
(a) improve coordination across directorates;
(b) foster institutional integration;
(c) provide a platform to collectively address issues pertaining to
integrated service delivery across the respective spheres of
government and NMBM directorates;
(d) mobilise and maximise resource utilisation in a way that promotes
effectiveness and efficiency;
6
(e) ensure efficient and effective service delivery;
(f) ensure alignment of programmes, projects and operations;
(g) promote good corporate governance;
(h) share best practices, knowledge and experiences;
(i) enhance the effectiveness and control of current inter-directorate co-
ordinating task teams and other structures.
Cluster Composition
Governance and
Administration
Cluster
Service Delivery &
Infrastructure
Development Cluster
Socio-Economic and
Safety & Cluster
• Cluster Head:
Portfolio
Councillor:
Human
Resources &
Corporate
Administration
• Cluster Convenor:
Chief Operating
Officer
• Executive Mayoral
Office
• Office of the
Municipal Manager
• Office of the Chief
Operating Officer
• Corporate Services
Directorate
• Office of the
Speaker
• Constituency
Services
• Budget and
Treasury
Directorate
• Cluster Head:
Deputy Executive
Mayor
• Cluster Convenor:
Executive Director:
Human Settlements
• Office of the Chief
Operating Officer
• Infrastructure and
Engineering
Directorate
• Electricity and
Energy Directorate
• Human Settlements
Directorate
• Public Health
Directorate
• Budget and
Treasury
Directorate
• MBDA
• Cluster Head:
Portfolio
Councillor: Safety
& Security
• Cluster Convenor:
Executive Director:
Economic
Development and
Recreational
Services
• Office of the Chief
Operating Officer
• Economic
Development and
Recreational
Services Directorate
• Safety and Security
Directorate
• Special
Programmes
Directorate
• Budget and
Treasury Directorate
7
Municipal Turnaround Strategy
In his State of the Nation Address, the President of South Africa, Mr J. Zuma,
declared 2010 as a year of action, thus placing an imperative on public
representatives and officials to work smarter and better in improving service
delivery and development. Furthermore, in December 2009 Cabinet approved
the Local Government Turnaround Strategy (LGTAS), which re-enforces the
need to do things differently. During 2010, the Department of Cooperative
Governance and Traditional Affairs, together with the Provincial Department of
Local Government and Traditional Affairs spearheaded the expression of the
LGTAS in Municipal Turnaround Strategies. Taking tune from these initiatives
as well as prevailing local conditions, challenges and the environment,
Council adopted a Municipal Turnaround Strategy and integrated same to its
key strategic planning documents (IDP/Budget, SDBIP), enabling the
monitoring of the implementation thereof and reporting in line with institutional
timelines. The Municipality’s Turnaround Strategy is attached as an annexure
to this IDP.
Objectives of the Municipality’s Turnaround Strategy:
(a) The restoration of confidence in the Nelson Mandela Bay Municipality
as a primary service delivery arm of government that is effectively
addressing community concerns.
(b) The universalisation of service delivery to all communities of Nelson
Mandela Bay.
(c) Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
(d) Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
(e) Understanding and managing institutional risks.
(f) Ensuring a fraud- and corruption-free Municipality.
(g) Ensuring good corporate governance and an accountable and
performance-driven institution, which is focused on service delivery.
8
(h) Ensuring that all municipal planning, budgeting and decision-making
processes are embedded in public participation and community
involvement.
(i) Restoring the human dignity of the residents of Nelson Mandela Bay,
especially in the disadvantaged areas/wards.
(j) Ensuring sound financial management and sustainability.
(k) Ensuring a joint intergovernmental approach to the implementation of
this Turnaround Strategy.
One of the key outcomes of the Local Government Turnaround Strategy was
the conclusion of the Outcome 9 Delivery Agreement between the President,
the Minister of COGTA and the mayors of the municipalities.
(a) Outcome 9 Implementation Framework
A total of 12 outcomes linked to the government’s foremost priorities towards
2014 have been identified by government, with key performance indicators
and targets. Each outcome is implemented through a delivery agreement
cutting across the three spheres of government. The achievement of
outcomes depends on concerted efforts from all key stakeholders and
spheres of government. Outcome 9 focuses on local government and is
implemented, monitored and reviewed annually.
(b) Why Outcome 9?
Poor government-wide performance in the following areas, among others:
o Shortcomings in government delivery.
o Collapse of institutional governance.
o Lack of accountability and public involvement in government.
(c) Objectives of Outcome 9
• To undertake an institutional diagnostic study of the institutional
challenges underpinned by the Turnaround Strategy.
9
• To ensure improved access to essential services.
• To undertake Ward-based socio-economic analysis to inform Ward-
based planning.
• To contribute to the achievement of sustainable human settlements and
quality neighbourhoods.
• To strengthen participatory governance.
• To strengthen the administrative and financial capability of municipalities.
• To address coordination problems internally and across the three
spheres of government (single window of co-ordination).
(d) Key outputs
• Output 1: Undertake an institutional diagnostic study of the institutional
challenges underpinned by the Turnaround Strategy.
o Revisioning of Nelson Mandela Bay, that will culminate in a
long-term vision, mission and development strategy.
o Implementation of integrated (institution-wide, political and
administrative) outcomes-based performance
management, informed by a critical diagnostic institutional
performance analysis.
o Undertaking a critical analysis of the IDP content and
processes.
o Co-ordinated input into national and provincial legislative
reforms.
o Appointment of the Municipal Manager.
• Output 2: Ensure improved access to essential services.
This output is related to Output 4: Contribute to the achievement of
sustainable human settlements and quality neighbourhoods.
o Implementation of drought/water response plan.
o Review of the current levels and standards of basic
services provided to peri-urban areas and development
and implementation of a response plan.
10
o Improving universal access to basic services by 2014, as
reflected in the Outcome 9 document as follows:
(i) 100% access to water
(ii) 100% access to sanitation
(iii) 75% access to refuse removal
(iv) 92% access to electricity
• Output 3: Undertake Ward-based socio-economic analysis to inform
Ward-based planning.
o Undertaking socio-economic needs analysis in Wards and
levels and standards of social infrastructure in Wards as
well as development and implementation of a
comprehensive response plan.
o Implementation of the Economic Summit Outcomes
Agreement to reshape the Metro's economic landscape.
o Maximisation of the implementation of the EPWP.
o Development and implementation of a co-operative
development framework.
o War on Hunger and food security.
o Entrepreneurship development support.
• Output 4: Contribute to the achievement of sustainable human
settlements and quality neighbourhoods and give effect to Outcomes 8.
o Review and implementation of a model for spatial
developmental planning and integrated human settlements
to address spatial disparities in Nelson Mandela Bay.
o Attainment of Level 3 accreditation for housing provision, to
enhance accelerated delivery of human settlements.
o Acceleration of upgrading of informal settlements and
relocations as well as implementation of an integrated
sustainable programme to prevent further land invasions.
o Implementation of the 7-year Human Settlements Plan.
o Provision of bulk water and sanitation services.
11
o Urban restructuring and acquisition of strategic land
(private and public) for human settlements.
o Provision of Gap housing.
o Land audit.
• Output 5: Strengthen participatory governance.
o Adoption of the Public Participation Policy.
o Establishment of new Ward Committees in all municipal
wards.
o 100% functionality of all Ward Committees by 2014.
• Output 6: Strengthen the administrative and financial capability of
municipalities.
o Analysis of the current budgeting and financial
management gaps, status and systems in the institution
and development and implementation of a systematic
turnaround plan within the framework of the MFMA and
other relevant legislation.
o Prioritising risk management.
o Undertaking business systems re-engineering, focusing on,
among others:
o Institutional arrangements based on competency
prerequisites.
o Information systems.
o Administrative processes and systems.
o Implementation of competency based skills development
plan.
o Development and implementation of action plans to
address matters raised by the Auditor-General, as well as
Internal Audit, and preventing repeat findings.
o Improving revenue collection and reducing municipal debt.
o Promoting monitoring and evaluation and developing a
performance-driven institution.
12
o Reducing overspending on operational expenditure through
the implementation and continuous review of the
Operational Efficiency Plan.
o Reducing underspending on capital expenditure.
o Increasing municipal spending on repairs and
maintenance.
o Supporting access to basic services through improved
administrative and HR practices.
• Output 7: Address coordination problems internally and across the three
spheres of government (single window of co-ordination).
o Implementation of the Turnaround Strategy.
o Implementation of the revised Cluster System.
o Resolving long outstanding intergovernmental challenges
affecting Outcome 9, which include the following:
- Acceleration of Level 3 accreditation.
- Unfunded mandates with regard to health, libraries and
provincial roads.
- Inadequate funding for the key requirements of housing
provision.
- EIA delays.
- Addressing high water leakages and poor ablution
facilities in schools.
- Payment of governmental arrears.
- Delegation/Devolution of primary health services to the
Metro.
- 3-year gazetting of Budget by Province to allow for
advanced planning.
- Uncoordinated IDP planning processes.
- Approval of the R1,6 billion drought relief funding.
- Development of a single window of co-ordination
through IDP processes where all sector departments
operating in the Metro and other national based
13
departments take an active role in the development of
IDPs and the performance monitoring and evaluation
thereof.
- Alignment of bulk infrastructure grant to the provisioning
of integrated human settlements.
- Revision of the funding formula for DoRA.
- Regulating the use of intergovernmental workers and
their inclusion in municipal governance.
(e) Key Outcome 9 partners
In order to achieve Outcome 9 and its outputs as well as other outcomes,
partnerships with the following key stakeholders are imperative:
(a) National and Provincial Government and parastatals.
(b) Coega Development Corporation, chambers of commerce, and
institutions of higher learning.
(c) Communities, civil society, community-based organisations and non-
government organisations.
(d) International partners.
(e) Labour (trade unions).
Outcome 9 outputs have been incorporated into the IDP, Budget and SDBIP.
14
CHAPTER ONE
INTRODUCTION AND BACKGROUND
1.1 INTRODUCTION
The Integrated Development Plan (hereinafter referred to as the IDP) is the
Municipality’s principal strategic planning document. Important, it ensures
close co-ordination and integration between projects, programmes and
activities, both internally (between clusters and directorates) and externally
(with other spheres of government). The IDP therefore ultimately enhances
integrated service delivery and development and promotes sustainable,
integrated communities, providing a full basket of services, as communities
cannot be developed in a fragmented manner.
As the key strategic plan of the Municipality, the priorities identified in the IDP
inform all financial planning and budgeting undertaken by the institution.
The attainment of IDP and budget targets and deliverables is monitored and
evaluated on an ongoing basis. However, this requires that targets and
deliverables be credible and realistic. Consequently, the financial plan as well
as the performance management, monitoring and evaluation processes of the
Municipality is also outlined in this IDP document.
1.1.1 Need for IDPs
An IDP is a constitutional and legal process required of South African
municipalities; however, apart from legal compliance, there are many
advantages and benefits to undertaking integrated development planning.
15
These include the following:
(a) A tool that serves to create a single window of co-ordination across
government spheres.
(b) Prioritisation and allocation of scarce resources to areas of greatest
need.
(c) Achieving sustainable development and growth.
(d) Democratising local government by ensuring public participation in
planning and decision-making process of the Municipality.
(e) Providing access to funding.
(f) Encouraging both local and outside investment.
(g) Using the available institutional and external capacity effectively.
1.1.2 Why an IDP review?
Local government operates in an ever-changing environment. The dynamic
nature of local, national and global environments constantly presents local
government with new challenges and new demands. Similarly, the needs of
the communities of Nelson Mandela Bay continuously change. The five-year
Integrated Development Plan (IDP) of the Nelson Mandela Bay Municipality is
reviewed annually, so that the Municipality can always be confident that it
addresses the real and relevant needs and concerns of local communities.
This annual review is not a good corporate governance requirement only; it is
also a legislative requirement in terms of the Local Government: Municipal
Systems Act 32 of 2000.
The focus of this year’s IDP review has therefore been on aligning municipal
programmes, projects and strategies with:
(a) Community needs and priorities.
(b) Updated statistical information.
(c) Expanding and improving the situational analysis.
16
(d) More outcomes orientated targets to make them realistic and
measurable.
(e) Revised Spatial Development Framework and related sector plans.
(f) Municipal Turnaround Strategy and Outcome 9 outputs.
(g) Integrated and sustainable human settlements as envisaged in
Outcome 8.
(h) More integrated funding streams.
(i) May 2010 Economic Summit outcomes and Economic Development
Strategy.
(j) Cluster system approach.
(k) Revitalised Ward Committee System.
(l) Prioritisation of job creation and poverty eradication.
(m) Incorporation of State of the Nation Address, National Budget Speech,
State of the Province Address and the Local Government Election
Manifesto.
1.1.3 IDP and Budget Process
The Nelson Mandela Bay Metropolitan Municipality annually formulates an
IDP/Budget Schedule to guide its development and review processes.
These processes enhance integration and alignment between the IDP and
Budget, thereby ensuring the development of an IDP-based budget. The
2010/11 IDP/Budget Schedule is reflected below.
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Review of the IDP and Budget time schedule
Chief Financial
Officer (CFO)
and Chief
Operating
Officer (COO)
30-Jun-10
Submission of 2011/12 to 2013/14 IDP and
Budget development time schedule to Mayoral
Committee
CFO and COO 07-Jul-10
PREPARATION
PHASE (JUNE
TO JULY 2010)
Approval of the IDP and Budget time schedule
by Council
Office of the
Executive
Mayor, CFO and
COO
22-Jul-10
17
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Advertisement of IDP and Budget time
schedule on municipal website and in local
newspapers
COO 29-Jul-10
Conclusion of signed performance agreements
(2010/11) of Municipal Manager and Section
57 employees
Municipal
Manager and
COO
31-Jul-10
Gap analysis and reconstitution of public
participation structures and processes (e.g.
IDP Representatives Forum)
Office of the
Executive Mayor
and COO
31-Jul-10
Gap analysis and review of the IDP and
Performance Management System and
development of an Intervention Plan
COO 31-Jul-10
Distribute Budget Circular and present Budget
training sessions for Directorates' officials
CFO
4 to 11
August 2011
Submission of 2011/12 to 2013/14 Budget
strategies and assumptions to Budget and
Treasury Standing Committee
CFO 12-Aug-10
Providing directorates with the base 2011/12
to 2013/14 Operating and Capital Budgets,
adjusted to reflect the Budget assumptions
and strategies approved by Council
CFO 20-Aug-10
Approval of the reviewed public participation
programme for IDP and Budget processes
based on an analysis by the Mayoral
Committee
COO ,
Constituency
Services and
CFO
31-Aug-10
Submission of 2009/10 Annual Financial
Statements to Office of the Auditor-General
Municipal
Manager and
CFO
31-Aug-10
Submission of 2009/10 Annual Financial
Statements by entities to Auditor-General and
Chief Financial Officer
CFO and CEO
of MBDA
31-Aug-10
Submission of final 2009/10 annual
performance information by directorates and
MBDA to the Chief Operating Officer
CFO, COO,
Executive
Directors and
CEO of MBDA
31-Jul-10
Submission of 2009/10 financial and non-
financial performance information to the Office
of the Auditor-General
Municipal
Manager and
COO
31-Aug-10
Approval by Council of 2011/12 Budget
Strategy and Assumptions
CFO 02-Sep-10
Convening IDP and Budget Steering
Committee meeting
CFO and COO 22-Sep-10
Intergovernmental engagements and
engagements with entities and other
government institutions on IDP and Budget
Office of the
Executive
Mayor, CFO and
COO
30-Sep-10
ANALYSIS
PHASE (JULY
TO SEPT 2010)
Ward-based needs analysis Office of the
Executive
Mayor, COO,
Constituency
30-Sep-10
18
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Services
Socio-economic profiling of wards COO 30-Sep-10
Submission of 2009/10 Consolidated Annual
Financial Statements to Auditor-General
Municipal
Manager and
CFO
30-Sep-10
ANALYSIS
PHASE (JULY
TO SEPT 2010)
(continued)
Convening IDP Representative Forum meeting COO 30-Sep-10
Draft 3-year Budget forecast on human
resources costs in place and presented to
Directorates
CFO 01-Sep-10
Commence annual review of tariffs, fees and
charges
CFO/ Executive
Directors
01-Oct-10
Engagements with Provincial Government
regarding any adjustments to projected
allocations for the next 3 years in terms of
Medium-term Expenditure Framework
CFO, COO and
Executive
Directors
01-Oct-10
Submission of Operating and Capital Budgets
by directorates to Budget and Treasury
Directorate
CFO, COO and
Executive
Directors
15-Oct-10
Submission of municipal entity (MBDA's)
Budget for 2011/12 - 2013/14 to Budget and
Treasury Directorate
CEO of MBDA
and CFO
15-Oct-10
Commencing review of Budget related policies CFO 29-Oct-10
Draft Ward-based plans in place COO 30-Nov-10
Receipt of 2009/10 audited Annual Financial
Statements and Audit Report from Auditor-
General
CFO 30-Nov-10
Submission of IDP inputs, including sector
plans by directorates, the entity (MBDA) and
trade unions, to Office of Chief Operating
Officer
CFO, COO,
Executive
Directors, CEO
of MBDA and
Trade Unions
30-Nov-10
Completion of review of tariffs, fees and
charges
CFO and
Executive
Directors
01-Dec-10
Convening IDP and Budget Steering
Committee meeting
CFO and COO 08-Dec-10
STRATEGIES
PHASE (SEPT
TO DEC 2010)
Convening IDP Representatives Forum
meeting
COO 10-Dec-10
19
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Setting objectives, targets and indicators for
the IDP
COO 15-Dec-10
First Draft IDP (2011/12) in place
Municipal
Manager, CFO
and COO
31-Dec-10
Completion of action plan to address issues
raised in the Audit Report of the Auditor-
General
Municipal
Manager, CFO
and COO
31-Dec-10
Provision of mid-year budget assessments by
entity (MBDA)
CEO of MBDA
and CFO
14-Jan-11
Submission of 2010/11 Adjustments Budget to
joint Budget and Treasury Standing Committee
and Mayoral Committee
CFO 16-Feb-11
Adoption of 2010/11 Adjustment Budget (and
amended SDBIP, if necessary) by Council
Office of the
Executive Mayor
and CFO
24-Feb-11
Submission of 2011/12 Draft Capital and
Operating Budgets and IDP to Budget Task
Team
CFO and COO
17 Feb to 23
Feb 2011
Second Draft of the IDP available for public
comment
COO 28-Feb-11
Submission of 2011/12 Draft Capital and
Operating Budgets and IDP to IDP and Budget
Steering Committee
COO and CFO 28-Feb-11
Draft directorate SDBIPs for 2011/12 financial
year
COO, CFO and
Executive
Directors
28-Feb-11
Review proposed National and Provincial
Government allocations to the Municipality for
incorporation into the Draft Budget for tabling
CFO 28-Feb-10
2011/12 Draft Capital and Operating Budgets,
Draft IDP and Draft SDBIP submitted to joint
Budget and Treasury Standing Committee and
Mayoral Committee
CFO and COO 16-Mar-11
Development of Draft IDP and Budget Public
Participation Programme
Office of the
Executive
Mayor, CFO and
COO
17-Mar-11
2011/12 Draft Capital and Operating Budgets
and Draft IDP noted by Council for public
participation
CFO and COO 24-Mar-11
Briefing Councillors on the public participation
programme to be undertaken after tabling of
Draft 2011/12 IDP and Budget in Council
Office of the
Executive
Mayor, CFO and
COO
24-Mar-11
PROJECTS
PHASE
(JAN TO
MARCH 2011)
Publishing the Council noted Draft IDP and
Budget (2011/12) on the municipal website
COO 24-Mar-11
20
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Forwarding 2011/12 Draft Capital and
Operating Budgets and Draft IDP to National
Treasury and Provincial Treasury and any
prescribed national or provincial organs of
state and other municipalities affected by the
budget
CFO and COO 25-Mar-11
Advertisement of 2011/12 Draft Capital and
Operating Budget and Draft IDP in local
newspapers for public comment and public
participation
COO,
Constituency
Services and
CFO
31-Mar-11
PROJECTS
PHASE
(JAN TO
MARCH 2011)
(continued)
Undertaking public participation meetings
Office of the
Executive
Mayor, Ward
Councillors,
Municipal
Manager, CFO,
COO, Executive
Directors
5-Apr-11 to
25-Apr-11
Updating 5-year financial plan for IDP CFO 24-Feb-11
Alignment of provincial and national
programmes with IDP
COO 28-Feb-11
Consolidation of all public participation inputs
and comments in respect of 2011/12 Draft IDP
and Budget
CFO and COO
26-Apr-11 to
30-Apr-11
Submission of 2011/12 to 2013/14 IDP and
Budget to joint Budget and Treasury Standing
Committee and Mayoral Committee
CFO and COO 18-May-11
Approval of 2011/12 to 2013/14 IDP and
Budget by Council
CFO and COO 26-May-11
Publishing the Council approved 2011/12 to
2013/14 IDP and Budget on the municipal
website
COO and CFO 27-May-11
Forwarding 2011/12 to 2013/14 IDP and
Budget to National Treasury and Provincial
Treasury and any prescribed national or
provincial organs of state and other
municipalities affected by the budget
CFO and COO 02-Jun-11
Production of a summary of the IDP COO 02-Jun-11
Giving notice to the public of the approved IDP
and Budget (2011/12) and publicising a
summary of the IDP
COO 09-Jun-11
Approval of the Service Delivery and Budget
Implementation Plan (2011/12) by the
Executive Mayor
Office of the
Executive Mayor
and COO
23-Jun-11
INTEGRATION
PHASE (JAN
TO MARCH
2011)
Submission of the approved IDP to the MEC
for local government
COO 05-Jul-11
21
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Publishing the SDBIP on the municipal website
and in local newspapers
COO 07-Jul-11
Tabling of the SDBIP and Performance
Agreements in Council
COO 31-Jul-11
First quarter report (2010/11) to Executive
Mayor
COO 28-Oct-10
Tabling of 2010/11 Mid-term Performance
Assessment Report to Executive
Mayor/Mayoral Committee, together with a
report on the recommendations of the revised
projections for revenue and expenditure,
including recommendations on the Adjustment
Budget
COO 19-Jan-11
Tabling of 2010/11 Mid-term Performance
Assessment Report to Council, together with a
report on the recommendations of the revised
projections for revenue and expenditure,
including recommendations on the Adjustment
Budget
COO 25-Jan-11
Submission of the 2010/11 Mid-term
Performance Assessment Report to National
Treasury and Provincial Treasury, together
with a report on the recommendations of the
revised projections for revenue and
expenditure, including recommendations on
the Adjustment Budget
COO 25-Jan-11
Publishing of the 2010/11 Mid-term
Performance Assessment Report, together
with a report on the recommendations of the
revised projections for revenue and
expenditure, including recommendations on
the Adjustment Budget on the municipal
website
COO 30-Jan-11
Third quarter report (2010/11) to Executive
Mayor
COO 28-Apr-11
Submission of first Draft 2009/10 Annual
Report to the Auditor-General
COO 30-Oct-10
Submission of Draft 2009/10 Annual Report to
Council
COO 25-Jan-11
Publishing of notice in local newspapers
inviting comments on 2009/10 Annual Report
and communicating public participation
programme
COO 31-Jan-11
MONITORING
AND
EVALUATION
PHASE
Submission of the 2009/10 Annual Report
public participation programme to the
Oversight Committee
COO 15-Feb-11
22
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Submission of 2010/11 Adjustment Budget to
National Treasury and Provincial Treasury
CFO 10-Mar-11
Publishing of the approved 2010/11
Adjustment Budget, with supporting
documents
CFO 10-Mar-11
Submission and approval of 2009/10 Annual
Report and Oversight Committee Report by
Council
COO 25-Mar-11
Publishing adopted 2009/10 Annual Report on
municipal website
COO 31-Mar-11
MONITORING
AND
EVALUATION
PHASE
(continued)
Submission of adopted 2009/10 Annual Report
to MEC for local government and other
government structures
COO 31-Mar-11
1.1.4 Strategic Agenda of Municipality
The people-driven IDP and Budget of the Municipality reflect community
priorities. In addition, the IDP is also informed by national and provincial
perspectives. The IDP is therefore a government-wide expression of
developmental commitments.
1.1.4.1 Local Perspective
All strategic agendas, whether of national, provincial or local government, are
underpinned and guided by and designed to satisfy the needs of local
communities. Residents of Nelson Mandela Bay take the lead in defining and
shaping their priorities through a variety of public participation processes and
programmes, such as ward-based planning, ward bilaterals and other public
outreach and engagement programmes.
23
The key priorities that have emerged from the consultation processes and that
have shaped this IDP include the following:
• Elimination of illegal dumping.
• Development of integrated and sustainable human settlements and
rectification of ‘wet-and-defective’ houses.
• Accelerated basic service delivery.
• Crime prevention.
• Development, provision and maintenance of infrastructure.
• Poverty eradication and job creation.
• Provision of health services and combating diseases such as TB, HIV
and AIDS.
• Special sector development (youth, women and people with
disabilities).
• Responsive, people-centred and integrated institution.
1.1.4.2 National Perspective
National government develops strategies, policies and legislation that have to
be implemented by all spheres of government. Among the key strategies that
pertain to the local government sphere are the following:
(a) Vision 2014 Targets
National government’s 2014 targets inform some of the programmes of this
IDP. These targets cut across a broad spectrum of issues and are reflected in
this IDP according to the five key performance areas of the Municipality.
(b) National Spatial Development Perspective (NSDP)
The NSDP’s objective is to promote informed economic investment profiling to
guide regional growth and development planning within a socio-economic
24
framework. It therefore acts as an indicative planning tool for the three
spheres of government. Outcomes of such economic investment profiling that
involved all spheres of government are the Coega Industrial Development
Zone (IDZ) and Port of Ngqura. The National Spatial Development
Framework also informs the Spatial Development Framework of the
Municipality.
(c) 2011 National Government Priorities
• Creating conditions for an inclusive economy that will reduce poverty
and inequality and produce decent jobs and sustainable livelihoods.
• Access to education and training, particularly by the youth, to ensure
their full participation in the economy and society.
• Better quality health care and accessibility.
• Rural development.
• Safer communities and crime reduction.
1.1.4.3 Provincial Perspective
Provincial Growth and Development Plan (PGDP)
The PGDP also plays an important role in shaping the Municipality’s IDP. The
PGDP of the Eastern Cape Provincial Government is reflected as follows in
the Municipality’s five key performance areas:
• Agrarian Transformation and Food Security, fighting poverty,
manufacturing diversification and tourism are reflected in municipal
Local Economic Development.
• Public Sector Transformation and Human Resources Development are
reflected in Municipal Transformation and Organisational Development.
• Infrastructure Development is reflected in Basic Service Delivery and
Infrastructure Development.
25
These are all underpinned by key performance areas relating to financial
sustainability and good governance.
1.1.5 Nelson Mandela Bay Municipality IDP Roleplayers
The following roleplayers have guided the IDP and Budget review processes
of the Municipality:
(a) Communities of Nelson Mandela Bay
(b) Stakeholders e.g. business chambers of commerce; NGOs; civic
groupings; unions; institutions of higher learning; government sector
departments and parastatals
(c) Municipal Councillors and officials
(d) Special sectors (youth, women and disabled)
1.1.6 Legislative Framework
The following legislation defines the nature of the IDP:
(a) Constitution of the Republic of South Africa Act 108 of 1996
This Act stipulates that a municipality must give priority to the basic needs of
its communities and promote their social and economic development to
achieve a democratic, safe and healthy environment.
(b) Local Government: Municipal Systems Act 32 of 2000
This Act stipulates the need for each and every municipality to develop and
adopt an IDP, which should be reviewed annually. In addition, it outlines the
IDP process and components.
26
(c) Municipal Finance Management Act 56 of 2003
This Act makes provision for alignment between the IDP and the municipal
Budget. The Service Delivery and Budget Implementation Plan is the
mechanism that ensures that the IDP and the Budget are aligned.
(d) Local Government: Municipal Planning and Performance
Management Regulations (2001)
These Regulations make provision for the inclusion in the IDP of the following:
(i) The institutional framework for the implementation of the IDP;
(ii) Investment and development initiatives in the Municipality;
(iii) Key performance indicators and other important statistical information;
(iv) A financial plan; and
(v) A spatial development framework.
1.1.7 Core values of Municipality
The Municipality is committed to deliver services within the framework of
Batho Pele principles, as outlined below:
(a) Courtesy and ‘People First’
Residents must be treated with courtesy and consideration at all times.
(b) Consultation
Residents must be consulted about service levels and quality,
whenever possible.
27
(c) Service excellence
Residents must be made aware of what to expect in terms of level and
quality of service.
(d) Access
Residents must have equal access to the services to which they are
entitled.
(e) Information
Residents must receive full and accurate information about their
services.
(f) Openness and transparency
Residents must be informed about government departments,
operations, budgets and management structures.
(g) Redress
Residents are entitled to an apology, explanation and remedial action if
the promised standard of service is not delivered.
(h) Value for money
Public services must be provided economically and efficiently.
28
1.1.8 Municipal Vision
The Municipality’s long-term Vision is as follows:
‘To be a globally competitive and preferred Metropole that works
together with the people.’
This Vision is currently being reviewed to ensure that a realistic and
measurable, shared long-term vision is developed for Nelson Mandela Bay.
1.2 STRATEGIC OBJECTIVES
The strategic objectives of the Municipality’s IDP are as follows:
• To ensure universal access to quality basic services and infrastructure
development
• To be a learning and growth oriented, people-centred and integrated
institution
• To enhance the municipal contribution to job creation and poverty
eradication through local economic development
• To ensure sound financial management, viability and sustainability
• To ensure responsive, accountable, effective and clean government in
which public participation and engagement are central
• To establish integrated and sustainable human settlements in which
residents are provided with access to the full range of municipal services
and social infrastructure and amenities
These strategic objectives are encapsulated in the Municipality’s five key IDP
performance areas, namely:
• Basic Service Delivery and Infrastructure Development
• Local Economic Development
• Municipal Transformation and Organisational Development
• Municipal Financial Viability and Management
• Good Governance and Public Participation
29
CHAPTER TWO
SITUATIONAL ANALYSIS
2.1 INTRODUCTION
The situational analysis and statistics presented in this chapter indicate the
developmental challenges facing Nelson Mandela Bay, such as poverty,
unemployment and service delivery backlogs. The programmes and projects
in this IDP are informed by this scenario.
2.2 SITUATIONAL ANALYSIS OF NELSON MANDELA BAY
(a) Population – 1,1 million
(b) Households – 289 000 (formal areas)
(c) Area covered – 1950 km²
(d) Unemployment rate: over 35%.
(e) Altogether 117 922 of the total number of 289 000 formal households
are classified as indigent.
(f) 44% of households access at least one social grant.
(g) 30% HIV/AIDS prevalence rate, according to antenatal care statistics.
(h) 20% of residents have no or limited schooling.
2.3 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY
Water
(a) 100% of households with access to water within 200 m radius.
(b) 91% of direct housing connections.
Sanitation
(a) 91% of households connected to sanitation.
(b) 22 500 buckets in circulation.
30
Buckets are only being provided to informal settlements. This is an interim
service until the establishment of a formal human settlement to where the
bucket users will be relocated. Nationally, the target for meeting the housing
delivery target of 2014 has also been reconciled with the national target of
basic sanitation by 2014. Therefore, the funding allocation to meet the
housing top structure target is crucial, because the infrastructure component
thereof will provide for the elimination of buckets through the installation of
services to the human settlement.
Public Health
Solid waste management (refuse removal)
(a) 99% of households provided with basic level of refuse collection
(this excludes smallholdings)
(b) A door-to-door service is not provided in informal settlements,
contributing to littering and illegal dumping of domestic waste.
Primary health services
(a) Shortage of clinics.
(b) Overcrowded and understaffed clinics.
Electricity
(a) 98% of households with access to electricity in formally demarcated
residential areas.
(b) 12% of households without electricity, including undemarcated informal
areas.
Integrated Human Settlement Challenges
(a) Housing challenges
• Total backlog – 87 000
o Informal areas – 38 000
o Backyard shacks – 49 000
31
(b) Households living in stressed areas (servitude, floodplain and
overcrowded areas).
(c) Land and spatial planning challenges:
• Lack of strategically located land close to economic
opportunities for lower income households.
• Shortage of government owned land in inner-city and well
serviced areas.
• Lack of visible spatial restructuring.
• Lack of integrated human settlements.
• Lack of socio-economic and racial integration.
Infrastructure challenges
(a) The tarring backlog in Nelson Mandela Bay (approximately 485 km).
(b) Cost to eliminate tarring backlog (approximately R1,8 billion).
(c) Aging and poor infrastructure (especially electricity, water and
sanitation infrastructure in disadvantaged communities), resulting in
leakages, pipe bursts and blockages that culminate in service delivery
disruptions.
(d) Stormwater drainage problems in disadvantaged wards.
(e) Absence of a long-term capital investment plan to enable economic
growth and socio-economic development.
Library provision
The Municipality has a total of 22 libraries. The institution has embarked on a
process of computerising its libraries, equipping each with a full office
package and internet and e-mail facilities. The challenge with regard to the
provision of libraries is the insufficient funding received from the Provincial
Department of Arts and Culture to meet the demands of local communities.
Other community facilities
• Community and municipal halls = 31
• Customer Care Centres = 13
32
• Sport and recreation facilities:
o Sports facilities = 79
o Beaches = 19
o Pools = 18
• Developed Open Spaces = 1438
2.4 INSTITUTIONAL ARRANGEMENTS
The institutional analysis and structure of the Nelson Mandela Bay
Metropolitan Municipality are stated below. The structure provides for
accountability and transparent governance, in addition to enhancing legislative
compliance.
2.4.1 Political governance
2.4.1.1 Council
The Council has 120 Councillors (60 Proportional Representation (PR)
Councillors and 60 Ward Councillors). The Speaker is the Chairperson of
Council. The party-political and demographic representation of Councilors is
reflected in the table below:
TABLE 1: Party-political and Demographic Representation of
Councillors
GENDER DISTRIBUTION POLITICAL PARTY NUMBER OF
COUNCILLORS MALE FEMALE
African National
Congress
80 50 30
Democratic Alliance 30 23 7
Independent Democrats 4 4 0
United Democratic
Movement
2 2 0
33
Please note that the figures in the above table may vary from time to time.
The Municipality has 513 491 registered voters, of whom 56,13% cast their
vote in the March 2006 local government elections.
2.4.1.2 Executive Mayoral System
The Executive Mayor governs together with the Deputy Executive Mayor and
a team of nine Chairpersons of Portfolio Committees within an Executive
Mayoral Committee system. The Standing Committees are outlined below:
(a) Budget and Treasury
(b) Constituency Services
(c) Corporate Services
(d) Economic Development, Tourism and Agriculture
(e) Human Settlements
(f) Infrastructure, Engineering, Electricity and Energy
(g) Public Health
(h) Recreation and Culture
(i) Safety and Security
GENDER DISTRIBUTION POLITICAL PARTY NUMBER OF
COUNCILLORS MALE FEMALE
African Christian
Democratic Party
1 1 0
Freedom Front+ 1 1 0
New Vision Party 1 1 0
Pan Africanist Congress 1 1 0
TOTAL 120 83 37
34
2.4.2 Administration
The Municipal Manager is the head of the administration and Accounting
Officer, supported by the Chief Operating Officer, the Chief Financial Officer,
the Chief of Staff and the Executive Directors. The political leadership and the
administration complement each other to achieve the objectives of the IDP.
The diagram below reflects the macro structure (both political and
administrative) of the institution.
•
35
DIAGRAM 1 : Macro Structure of Nelson Mandela Bay Metropolitan Municipality
Speaker Chief Whip
Executive Mayor
Deputy Executive Mayor &
Mayoral Committee
Chief Operating Officer
Municipal Manager
Chief Financial Officer
60 Ward
Committees
Community
Chief of Staff
Executive Directors
Budget & Financial Control
Expenditure Management & Financial
Control
Revenue Management & Customer Care
Supply Chain Management
Treasury & Financial Support
Communications
Integrated Development Plan
Internal Audit & Risk Assurance
Legal Services
Policy, Strategy & Research
Monitoring & Evaluation
Uitenhage/Despatch Office
External Relations
Risk Management
Administrative Services
Asset Management
Constituency Services
Corporate HR Services
Facilities Management
Labour Relations
Municipal Information
Systems
Directorate:
Corporate Services
Beaches, Resorts &
Support Services
Fresh Produce Market &
Urban Agriculture
Nelson Mandela
Metropolitan Art Museum
Red Location Museum
Sector Development
Sports and Recreation
Special Projects
Trade & Investment
Directorate:
Economic
Development &
Recreational Services
Distribution
Technical Services
Projects
Retail & Commercial
Management
Directorate:
Electricity & Energy
Development & Support
Housing Delivery
Land Planning &
Management
Social Development,
Education &
Administration
Directorate:
Human Settlements
Design & Implementation
Project Management
Roads, Stormwater &
Transportation
Support Services
Water & Sanitation
Directorate:
Infrastructure &
Engineering
Administration
Environmental Health
Environmental
Management
Occupational Health,
Safety & Wellness
Parks
Primary Health Care
Waste Management
Directorate:
Public Health
Disaster Management
Fire & Emergency
Services
Security Services
Traffic & Licencing
Services
Directorate:
Safety & Security
Expanded Public Works
Programme
Helenvale Urban
Renewal Programme
Integrated Poverty
Alleviation
Technical & Operations
Coordinator EU/SPSP
Directorate:
Special Programmes
NELSON MANDELA BAY
METROPOLITAN
COUNCIL
36
2.5 WARD-BASED NEEDS AND PRIORITIES
The outcome of a community needs analysis in Nelson Mandela Bay is
reflected below.
Overview of key service delivery priorities and needs:
(a) Elimination of illegal dumping.
(b) Tarring of gravel roads and stormwater drainage.
(c) Development of facilities (sports fields, community halls, crèches, and
parks).
(d) Jobs, skills development and entrepreneurship support.
(e) Youth development.
(f) Elimination of water and sewage leakages and blockages.
(g) Wetlands and polluted rivers.
(h) Provision of sustainable human settlements, focusing on the following:
(i) Provision of bulk infrastructure for basic services.
(ii) Backyard shack dwellers.
(iii) Rectification of houses, including those without toilets.
(iv) Relocations.
(v) New housing developments.
(vi) Acquisitions of strategic land for human settlements
development.
(vii) Connecting water and electricity to houses built, but not
connected to services.
(j) Crime prevention.
37
Through the Municipality’s GIS, the following wards have been identified as
poor/underserviced (lack of social infrastructure and amenities as well as high
number of households accessing Assistance to the Poor Programme):
(a) Ward 4 (Walmer Township)
(b) Ward 10 (Zosa Street)
(c) Ward 12 (Malabar Ext. 6)
(d) Ward 13 (Helenvale)
(e) Wards 24, 26, 27, 28 & 30 (Soweto-on-Sea and Veeplaas)
(f) Wards 31 & 32 (Missionvale)
(g) Ward 37 (Joe Slovo / Kleinskool)
(h) Ward 38 (Portion of Bethelsdorp / KwaNoxolo)
(i) Ward 40 (St Albans / Van Stadens / Rocklands / Kuyga / Greenbushes /
Uitenhage Farms / Seaview)
(j) Ward 41 (Chatty)
(k) Wards 48 & 49 (Rosedale, Kamesh)
(l) Ward 52 (Daleview)
(m) Ward 53 (Ikamvelihle/Colchester)
Wards 54 & 55 (Motherwell NU10, 11, 12, 29 and 30)
(o) Ward 60 (Wells Estate)
In addition, the Municipality has a 7-year Integrated Human Settlements Plan,
which covers the identification of informal settlements that lack basic services
for either upgrading or relocation.
38
Municipal Ward Priorities
The following needs and priorities were directly identified by the communities
of each ward:
WARD PRIORITIES
Beachfront Upgrade
Stormwater Upgrade
Traffic Calming Measures
Major Transport Routes Upgrade
Provincial Road Network Upgrade in Peri-urban Areas
1
Metro Service Centre in Summerstrand
Beach Front Upgrade
Palisade Fencing at South End Cemetery
Upgrade Frames Dam and provision of recycled Water
Illegal dumping – Summerstrand Ext. 14
2
Bayworld Upgrade and Refurbishment
Traffic Calming measures
Bus Embayments
Sidewalks
Stormwater Drainage Upgrade
3
Updating Walmer Policy Plan
Multi-Purpose Sports field
Renovation of Railway Houses
Long - outstanding Housing Projects: Rectification, Backyard Shackers and
New Housing
Upgrade Existing Sports Facilities
Stormwater Drainage Upgrade
Eliminating water leakages
Land for people living in methane gas areas
Eradication of illegal dumping
Eliminating illegal electricity connection
Housing rectification
4
Housing development
Traffic Calming Measures
Public Toilets 5
Multi-purpose Facilities/Recreation Facilities
William Moffat Rehabilitation
Glen Hurd Drive
Illegal dumping in Fairview
Municipal Waste Disposal Tip Site in Fairview
6
Extension of John Road to Walter Road
39
WARD PRIORITIES
Skills Development & Entrepreneurship Support
Transfer Station
Tarring of Culs-de-sac
High Mast light
Side Walks & Playground Equipment
Law-enforcement mechanisms in Diaz Road
Multi-purpose Sport Centre (Erf 4244, Korsten)
Construction and upgrading of new Mooredyke Sports Field
7
Housing – accommodation for 300 backyard dwellers (Erf 4335)
Bus Embayments
Sidewalks
Traffic Calming Measures (Speed humps & Traffic circles)
Multi-purpose Sports field
8
Stormwater and Sewerage Infrastructure Upgrade
Tip Site Upgrade
Street lights
Traffic Calming Measures
Stormwater Pipes Upgrade
9
Removal of illegal hawkers/street vendors
Upgrade Ward Councillor’s Office
Relocation of Floodplain Squatters
Traffic Calming Measures
Transfer Station
10
Sidewalks
Housing (Zosa Street)
Relocation (Zosa Street)
Roll-over of funds – Zosa Street
Schauderville: Everyone in Ward must benefit from projects
11
Upgrading of Moriviam School
Housing
Upgrading Malabar Sports Field
Speed Humps
Play Park Fencing
Tarring of Gravel Wards
High Mast lighting
12
Upgrade of Roan Crescent
Sidewalks - NDPG
Upgrade Helenvale Sport fields & Changerooms to Accommodate Rugby
Speed humps
Housing
13
Skills Development & Entrepreneurship Support
Housing Rectification
Transfer Station
14
Completion of the upgrading of Mendi Cultural Centre
40
WARD PRIORITIES
Renovation of Embizweni Stalls and Toilets
Upgrade of Sports Facilities
Stormwater Improvements
Relocation of Adcock Homes to Chatty and Wells Estate
Tarring of Roads / Circles
Elimination of wetlands
Elimination of illegal dumping
Crime prevention
Prevention of illegal electricity connections
Upgrade of Sports Facilities
Tarring of Gravel Roads
Build 210 sites near museum
Traffic Calming Measures
Upgrading of Masangwana Day Care Centre / Cecil Kapi Hall
Housing rectification programme
Provision of bulk infrastructure
Full completion of sidewalks
Elimination of illegal dumping
Demolish / upgrade of old building structure in Avenue D
15
Rectification of toilets with defects
Housing (MK Silvertown, Qaqawuli)
Rectification (Tshangana Flats, KwaZakhele and New Brighton pre-1994
Houses)
Erection of Car Wash Area
Tarring of Gravel Roads
Sidewalks
Traffic Calming Measures
Creation of Gardening Site
Beautification of Lungelo Lake
Intensive programme of Skills Development for all sectors
Elimination of water leakages
Repair of storm damaged houses
Crime prevention
16
Acquisition of land for housing development (Transnet land)
Ward Councillor's Office
Tarring of Gravel Roads / Culs-de-Sac
Housing Rectification (Qaqawuli)
Elimination of illegal Dumping
MK Nconco Silvertown – private property and land
17
Stormwater drainage (Tsewu, Msimka, Stokwe streets)
Housing Rectification / Relocation (Ndaba street)
Upgrade of Concrete Roads
Wetlands for Mavuso Road
Tarring of Gravel Roads
Multi-purpose Sport Facility
Dumping Site / Skip
18
Traffic Calming Measures
41
WARD PRIORITIES
Elimination of sewer leakages in 27 houses (Ngene street)
Title deeds (27 families)
Repair of potholes
Repair of storm water damaged houses
Rectification of houses built with no toilets, electricity or water meters
Housing Projects (Awaiting approval of lay-out plan)
Peace Park
Capacity Development for / funding Co-operatives
Upgrading of School Sports Field
School Hall
19
Relocations
Housing Projects - Nonthinga and timeframes for projects
Upgrade Concrete Roads
Capacity Development for Co-operatives
Upgrade of Lunga Kobese Clinic
Upgrade of 2 small halls (Matthew Goniwe)
Multi-Purpose Sports Facilities
Traffic Calming Measures
Rectification of houses
Rectification of toilets with defects
Rectification of block drainage and water leakage (behind Italy)
Upgrading of hostels
20
Sewerage and water connections
Upgrade Sports Ground
Housing - Relocation of Shacks
Traffic Calming Measures
Housing Rectification
Wetlands
Upgrade of KwaZakhele Swimming Pool
Conversion of Ilungelo Primary School Facility to a Youth Resource Centre
(Negotiation with Dept of Public Works / Education)
21
Transfer Station
Tarring of Streets from Njoli to Koyana
Development of Sport fields with facilities, i.e. Changerooms, Small Halls, etc.
Relocation of Backyard Shack dwellers
Skills Development / Youth Development
Tarring of Circles
Elimination of illegal dumping
Elimination of crime
Occupation of Njoli Square show houses (Tubali street)
22
Rectification of houses
Development of NU2 Community Hall into a Multi-Purpose Sport Centre
including Public library
Development of Sport fields with facilities, i.e. Changerooms, Small Halls, etc.
Relocation of Backyard Shack dwellers
23
Skills Development / Youth Development
42
WARD PRIORITIES
Tarring of Circles
Rectification of toilets affected by road construction
Salamntu Sport Facility Upgrade
Tarring of Gravel Roads
Traffic Calming Measures
Multi-purpose Sports Field
Business Containers
High Mast Lights
Resolving illegal occupation of houses (Salamntu street)
Elimination of illegal dumping
Connecting water and electricity to houses built without them
Fast tracking of relocation
Maintenance of sports field (Gal City Sports Field)
Repair of flooding bridge
Maintenance of Zwide cemetery
Rectification of houses built without toilets (39 Mgengo Street)
Pollution of the Lake in Zwide that joins Swartkops
24
Rectification of houses
Sidewalks
Upgrade Zwide Stadium
Skills Development
Mobile Clinic
Sports field (open space)
Improving and renovation of NUBS Sports ground, Gal City Sports Field and
Soccer field (Booi Street)
Elimination of illegal dumping
Repair of unoccupied vandalized building (Mahakana Street)
Provision of houses
Rectification of sewerage leakages and blockages
Land for Crèches and cemeteries
Replacing manhole covers
Elimination of water leakages (Adonis and Mangcu Streets)
25
Repair of flooding bridge
Tarring of Gravel Roads
Housing
Skills Development & Job Creation
Zwide Swimming Pool
Community Hall
Elimination of illegal electricity connections
Elimination of water leaks (Skali Street)
Elimination of illegal dumping
Rectification of sewerage leakages (61 Haya Street)
26
Housing rectification (Silvertown)
Tarring of Gravel Roads
Urban Agriculture
Traffic Calming Measures
27
Develop Floodplain areas (Nomzamo and Hlalani)
43
WARD PRIORITIES
Upgrade of Soweto-on-Sea Square
High Mast Lighting (maintenance)
Check additional funding from Human Settlements (Province) for MPC
Upgrade of Clinic - Soweto-on-Sea
Upgrade Existing Sports Facilities
Elimination of illegal dumping
Cleaning of polluted river / canal (Arch Street)
Housing rectification
Repair ,maintenance and unblocking of blocked drains
Upgrading / replacement of small sewer pipes in Soweto area
Skills Development for Youth
Traffic Calming Measures
Poverty – ATTP
Relocation of Zwide Customer Care Centre needs political direction
Elimination of Illegal dumping
Repair of sewer pipes (Khoza Street)
Attend to burnt houses
Rectification of houses (Ndulwini and Jijana area)
28
Solving the problem of sites incorrectly allocated (Emfundweni Hill)
Greening of the Ward (No greening during drought)
Street Lights
Traffic Calming Measures
Parks in Open Spaces
Tarring of Gravel Roads
Convert Rent Office to Multi-purpose Sport Centre
Rectification of houses (Sisonke and Silvertown)
29
Resolving the problem around occupied houses (Kuwait area)
Traffic Lights (Cetu, Mangaqaka, Ralo and Mdoda)
Renovation of Hawkers' Facilities – toilets and electricity
Building of cement stairs at Ben Mazi, Sworens, Peter Frans and Matroos
streets
Entrance Beautification at KwaMagxaki
Develop a floodplain area in Veeplaas
Provision of water (Funduzufe Crèche)
Utilisation of dormant business centre incubator
Elimination of illegal dumping
Rectification of houses (Nobebe Street)
Rectification of billing system (KwaMagxaki Area)
30
Repair of sewerage pump station
Multi-purpose centre (include library) in Windvogel
High Mast lighting
Traffic Calming Measures
Social Housing - Identification of Land Parcel
Funding for Co-operative
Wetland / Water-ponds
Rectification
31
Job Creation
44
WARD PRIORITIES
Housing
Sport field in Algoa Park – Upgrading
Complete pegging in area
Multi-purpose Sport Field – Salsoneville
Tarring of Gravel Roads
Irrigation system to Park - Catherine & Wynford streets
High Mast lighting
Fencing of Substations – Electricity
Resurfacing of Concrete Roads
32
Bush Clearing
Tarring of Gravel Roads
Community hall – MPCC
Electricity vending Machine
Satellite Police Station
Housing Rectification
Library - incorporated in MPC
Repair and maintenance of salt pan trench
Covering of exposed electricity cables (Baart Street)
Rectification of houses
Elimination of illegal dumping
Repair ,maintenance and unblocking of blocked drains (Black bend Area)
Repair of unoccupied vandalized building
Provision of housing (Eradication of bucket system)
Rectification of toilets (Ngayi and Mbeki Street)
Relocation of people (Mkhwane and Mgwali Streets)
Installation of stand pipes (Joe Slovo West)
33
Uninterrupted water supply
Footbridge
Community Hall / MPCC
High Mast lighting
Traffic Calming Measures
Transfer sites / Recycling stations
Backyard shack dwellers – Housing
Clinic and Library - both exist in Ward 38
Sports Field - Identification of land
Repair ,maintenance drains (Lekker Street)
Repair and maintenance of toilets (Eucomus Street
Installation of a sewerage system (Happy Lane)
34
Rectification of houses
Stormwater Drains – Maintenance
Upgrade & Fencing of Parks
High Mast lighting
Transfer Sites (Illegal Dumping)
Traffic Calming Measures
Bush Clearing and vegetable gardens (behind Sanctor High School)
Repair Street Cracking (Rensburg and Babinia Streets)
35
Repair Blocked Drains
45
WARD PRIORITIES
Reduce Crime
Prepaid Electricity vending machine
Informal Housing Electrification
Layout plan for Westville - Housing planning
Maintenance of Streets
Tarring of Roads at KwaDwesi Extension
Water Leakages at KwaDwesi and KwaDwesi Extension
Traffic Calming Measures at Mission Road
Elimination of illegal dumping (e.g. Mceya Street)
Rectification of houses
36
Repair of flooding bridge
Multi-purpose Centre / Sport Complex - Joe Slovo
Library - KwaDwesi Extension (Raymond Mhlaba Village)
Tarring of Roads (KwaDwesi Ext. Phase 2; KwaNoxolo; Kleinskool; Joe
Slovo; Bethelsdorp Ext. 31,32,33,34,36 & 37 and Xundu Village)
Sport Stadium
Electrification of Joe Slovo West houses
Provision of water and electricity (Joe Slovo West)
Rectification of houses (Mzwandile Street)
Repair of sewerage inside the house (Siyaphi Street)
37
Maintenance of Park (Mvimbela and Maseti Streets)
Tarring of gravel roads
Upgrading of the George Botha Sport Field
Rectification of houses
Traffic Calming Measures
Renovation of Parks / playing fields
Customer Care Centre - Stepping Stones
Transfer Stations
Elimination of illegal dumping
Repair of water leakages (Siyavuka Street)
Repair Blocked Drains
38
Crime prevention
Traffic Calming measures
Customer Care Centre - Exploring rental of existing facilities
Relocation
39
Crime Prevention
Sidewalks
Rocklands Community Hall and St Albans Community Hall, plus Clinic
Kuyga Library
Cleaning
Housing - St Albans; Seaview; Witteklip
Provision of water and electricity
Relocation of families
Acquisition of land for crèche, cemetery and playing field (Seaview - New
Rest)
40
Landscaping of cemeteries
46
WARD PRIORITIES
Greenfield Fire Station
Booysens Park - early childhood centre
Nceba Faku Youth Centre
Bethelsdorp Multi Sports field - Erf 12420
Complete Upgrade Booysens Park Sports Field upgrade
Cemetery for Chatty - New Developments
Swimming pool - Booysens Park
Jacksonville - upgrade of Sport Field to multi-sports field
Building of a formal structure (Lukhanyo Educare Centre)
Elimination of illegal electricity connections
Repair and maintenance of burst sewer pipes (Hering Street)
Building of bridge (Green fields)
Provision of water and electricity
Rectification of houses
Repair of flooding bridge (Phola Park)
Repair of blocked sewer drain
Completion of incomplete housing structures
41
Attending to water-logged housing
Construction of MPCC - Erf 5551
Tarring of Roads in area 8
Sidewalks / major taxi route
Clinic in Area 7 - Erf 30174 and Area 8 - Erf 32537
Sport Field maintenance and upgrade
Community Library in Area 8 - Erf 30798
Community Police Station
42
Rectification of houses
Speed humps
Sidewalks & Beautification
Improve Monitoring system of projects
Extension of Mondile Street clinic
Speed humps at Pitayana Road/ Khwatsha Street
EDRS Projects - Auto Cluster Incubator; Soft Projects Business Incubator, etc
Public Health Projects - Street Sweeping, Maintenance of Parks/verges,
TB/HIV and AIDS awareness campaigns
Rectification of houses
Elimination of illegal dumping
Repair and maintenance of trenches
43
Elimination water leakages
Youth Development Centre
Councillor’s Office
Pedestrian Bridge - Mqolomba Park precinct
Installation and upgrading of sewer pipes
High mast lights
Upgrade clinic - shelter from rain
Traffic Calming Measures
Stormwater
Transfer sites
44
Tarring of street in Solomon Mahlangu area
47
WARD PRIORITIES
Rectification of houses
Elimination of illegal dumping
Kamesh Cell 3 – Tiryville
Housing; Phases 1 - 3, squatters and backyard dwellers
Tarring of Internal Gravel Roads
Traffic calming and danger plates
Kruisrivier
Tarring of Internal Gravel Roads going to Groendal Dam
Kwanobuhle
Youth Centre
Withoogte
Installation of Water for the whole area
Mimosadale/Rooihoogte: relaying of water onto residential premises
High mast lights
Sidewalks
Bush clearing
45
Sports field upgrade
Sidewalks
Beautification of Mathanzima Square
Improve Street signage
Traffic Calming Measures
Multi-purpose centre
Pedestrian Bridge
Land for community gardens / Urban Agriculture
Rectification of water logged houses
Rectification of houses
Elimination of illegal dumping
46
Construction of houses
Sports facilities
Bus stop shelter drainage to be upgraded / stormwater
Multi-purpose sports facility
Backlog housing/Blocked Projects; Rectification
MPCC: Library, Day Care, Youth, theatre, Arts & Culture
Tarring of Roads
High Mast Lighting
Traffic Calming Measures
illegal dumping - Open space at Menze street for transfer station
Elimination of wetland
Rectification of houses
Completion of incomplete houses
Elimination of water leaks
47
Elimination of illegal dumping
No Electricity, Tarring, Water, Housing, Sanitation
Pre-schools
Robots & Speed Humps
What happens to Backyard shack dwellers when houses are built?
48
Steel guards – Bains Road, Arteria and open Middle Street (one way) and join
48
WARD PRIORITIES
by Bains Road
Construction of houses
Maintenance of Roads
Car Wash
Stormwater pipes
Housing Development - Back of McCarthy School
Recreational Facilities
Multi-purpose sports fields
49
Development of Hall into Resource Centre with library, day care, etc.
Rectification Mandela 1
Building of clinic has started
Increase number of street lights
Upgrading of Sanitation pipes
Mobile office for Disaster Management
Multi-purpose Sports fields
Upgrade of Old Age Facilities - (Ward Councillor's ex Office)
Traffic Calming Measures
Elimination of wetlands
Relocation of houses built by Province in floodplains
Provision of water
Construction of sewerage system
Eradication of bucket system
50
Completion of incomplete houses
Stray animals
Rectification
Tarring of Streets & Circles
Traffic Calming Measures
Illegal Dumping
Maintenance of Stormwater
Overgrown sidewalks
Prostitution problem
Bush clearing to curb criminal activity
Christmas lights - Main Road – December
51
Sport field upgrading
Speed Humps
Monument (1985 Despatch massacre)
Khayamnandi extension (8000 houses)
New Fire Station
MPC with pool
Tarring of Conjunction Rd
Upgrade of Daleview Sports fields
Ward-based co-ops
Rectification of houses (Daleview and Gufingqambi)
Repair of water leakages
52
Elimination of illegal dumping
49
WARD PRIORITIES
Multi - Purpose Centre: Ikamvelihle
Multi-purpose Sport Field
Housing Backlog
Mobile Clinic
Upgrading of Streets
Rectification
Containers: Hawkers’ Facilities
Repair of water leakages (Mgwevu Street)
Elimination of illegal dumping
Repair of unoccupied vandalized building
Upgrading and maintaining of parks and sport fields
Repair and maintenance of burst sewer pipes (Buthelezi Street)
Provision of water and sanitation (Ramaphosa Village)
53
Elimination of wetlands
Crime Prevention Projects
Acceleration of Development of Dyakalashe and Mbongisa Streets
Ward-based cleaning Co-operatives
Skills Development
54
Rectification - 18 Disaster Affected Houses
Rectification NU10 & 11
High School
Multi-purpose Centre
Humps & robots
Upgrade / Extension of NU11 Clinic
55
Upgrade of sports field to a Multi-purpose Sports field
Community Hall
Speed humps
Sports Fields – Upgrade
Funding of catering Project (Bakery co-operative)
Speed humps
Food Gardening / urban Agriculture
Tarring of Gravel Roads
Mobile Clinic
Co-operative Capacity Building
56
Completion of houses in abandoned sites
Relocation to NU29
Multi-purpose centre
Upgrading of Sports Fields
Speed humps
Defective Houses
Skills Development Youth
57
Music Academy
Pre-school
Cleaning of tunnel/canal - NU8
Old Age home
58
Soup Kitchen with technical college
50
WARD PRIORITIES
Small hall
Completion of houses in abandoned sites
Sport facility - Erf 7381
Skills development for youth and Job Creation
Library
Tarring of Gravel Roads
59
Open Space Development
Housing Programme and rectification (Colchester)
Servicing Sites
Vacant Business sites
Skills Development Empowerment
Library site identification and planning
Informal Sports fields
Traffic calming measures
Overhead pedestrian bridge to St Georges
Motherwell Cleaning & Greening Programme
Mobile Police Container Partnership Programme
Expansion of Wells Estate Clinic
Repair of water leakages (Mthunjeni Street)
Construction of a drainage system
Relocation of informal settlements (Qoboqobo Street)
60
Elimination of illegal dumping (e.g. Malinga and Sityotyolweni Streets)
51
CHAPTER THREE
SPATIAL DEVELOPMENT FRAMEWORK, SECTOR PLAN LINKAGES
AND INFRASTRUCTURE INVESTMENTS
To ensure sustainable growth and development in Nelson Mandela Bay, it is
vital that all strategic planning processes are aligned and fully integrated, so
that development does not take place in an ad hoc or fragmented manner.
Key to this, is the development of a long-term vision and strategic plan, which
will be completed during the 2011/12 financial year. This Strategy will inform
future integrated development planning, which will in turn inform the Spatial
Development Framework of the Municipality. The Metropolitan Spatial
Development Framework (MSDF) contains a number of key sector plans that
are necessary for development, such as the ones reflected under Section 3.3.
The Metropolitan Spatial Development Framework in turn informs the Local
Spatial Development Frameworks, which are more specific and location
bound. These frameworks are supported by an Integrated Land Use
Management System. The diagram below reflects these linkages:
CITY-WIDE DEVELOPMENT STRATEGY
INTEGRATED DEVELOPMENT PLAN
METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK
LOCAL SPATIAL DEVELOPMENT FRAMEWORKS
LAYOUT PLANS AND
LAND USE MANAGEMENT SYSTEM
52
The Metropolitan Spatial Development Framework outlines the desired spatial
development of the metropolitan area, as contemplated in Section 25(e) of the
Municipal Systems Act (Act 32, 2000). It also highlights priority investment
and development areas, and will therefore serve as a guide to decision-
makers and investors. It should be emphasised that the MSDF is an integral
component of the IDP and translates this Plan into its spatial implications to
provide broad, overall development guidelines. This tool must therefore not
be used in isolation, but must support decision-making within the context of
the IDP and a City-wide Development Strategy.
The MSDF should furthermore not be interpreted as a blueprint aimed at
managing physical development, but rather as a framework that provides
guidance in respect of the location and nature of anticipated growth and future
development in Nelson Mandela Bay. Desired patterns of land use are
indicated, although room still exists for interpretation and further refinement.
The interpretation and finer details appear in the Local Spatial Development
Frameworks. The MSDF is development orientated to allow for growth and
changing circumstances and to promote investor confidence.
The MSDF is aligned with and does not conflict with other development
strategies, nationally, provincially and regionally.
In May 2006, the MSDF was approved in principle by the Executive Mayor. It
underwent a public consultation process, which was concluded in early 2008.
A number of workshops were held with Councillors during 2007 and 2008, and
the MSDF was finally approved by Council in April 2009, along with the IDP.
In the 2006/07 financial year, four studies critical to the MSDF were
commissioned. These are:
(a) Demographic study
This study, which was completed in March 2007 and adopted in August 2007,
provides definitive data on population size, growth, migration and emigration
trends. The study includes specific data on the impact of HIV and AIDS and
socio-economic aspects. Indications are that the local population is smaller
than previously estimated and will grow less in the future than originally
anticipated.
53
The information obtained from the study gives certain quality of life
information, as well as informal settlement patterns.
The information from the study indicates that current trends have implications
for growth and development in Nelson Mandela Bay. Arising from this
information, certain interventions could be made in order to influence future
growth, the development and the quality of life of citizens.
The demographic study results are therefore being continually examined in
the form of annual updates to determine the policy and strategic implications
arising from the information provided in the study. This is being done in two
phases: initially, the information is analysed to determine the long-term
implications of the existing trends and, secondly, strategic and policy
interventions are developed to influence the trends identified in the study.
(b) Urban Edge, Rural Management and Urban Densification Study
This study, which comprises three parts, was finalised in 2008. The public
participation process was also finalised in 2008. In the one section, the
permissible subdivision possibilities in the peri-urban areas of Nelson Mandela
Bay are identified, taking into account agricultural potential, servicing and
environmental aspects.
Against the objectives that urban sprawl must be curtailed and optimal use
made of existing infrastructure, the second section of the study identifies the
areas in the metropolitan area in which densification could be permitted.
Tolerable limits in terms of servicing and other criteria are also identified and
the proposals are aligned with engineering service capacity.
The third section of the study entails the refinement of the delineation of the
urban edge.
The study was approved by Council in 2008 and is being implemented.
54
(c) Strategic Environmental Assessment
The Municipal Systems Act requires that the environmental impact of the
MSDF be evaluated. This study was completed in 2007 and was a major
structuring element of the MSDF.
The findings of the study have culminated in the development of an
Environmental Management Framework (EMF), which will be completed by
December 2011. The primary objective of the EMF is to facilitate the
conservation of important natural resources, whilst at the same time creating
an enabling environment for the rapid delivery of municipal services in areas
of low environmental value or sensitivity.
On completion, the EMF must be submitted to the Province for approval. The
approved framework will define geographical areas and identify uses where
development may proceed without the need to prepare detailed EIAs. This
will expedite development as well as ensure that development in Nelson
Mandela Bay is undertaken in a more sustainable manner.
(d) Land Use Management System
A Land Use Management Policy is in place. The twelve zoning schemes
applicable in Nelson Mandela Bay have been amalgamated into a single set
of draft regulations and procedures. It is a legal requirement in terms of the
Municipal Systems Act that an SDF address a Land Use Management System
in order to define basic developmental principles.
The results of the above four studies have been fed into the MSDF.
The MSDF represents the various levels of plans to be established. These
levels of plans are as follows:
• Metropolitan Spatial Development Framework. This framework will
address Metro-wide issues and provide broad, overall development
55
guidelines. It is to be based on a city-wide long-term development
strategy.
• Local Spatial Development Frameworks. These are in various stages
of formulation for designated areas or specific sustainable community
units. These plans will provide detailed development guidelines to
address specific issues at a more local level.
The entire Metro will be covered by LSDFs. Thus far, the Lorraine, 2010
Stadium Precinct, Helenvale and Motherwell and Wells Estate LSDFs have
been completed and approved by Council. The following LSDFs are under
development:
(a) Uitenhage and Despatch – LSDF is due for completion end 2011.
(b) Zanemvula LSDF – has commenced and is due for completion end
2011.
(c) Walmer LSDF – has commenced and is due for completion end 2011.
(d) Newton Park LSDF – has commenced and is due for completion end
2011.
(e) Western Suburbs LSDF – has commenced and is due for completion
during 2011.
(f) Happy Valley LSDF – has commenced and is due for completion during
2011.
(g) Inner-city LSDF – has commenced and is due for completion during
2011.
• Sustainable Community Unit Plans. These are more detailed plans for
predefined Sustainable Community Units. The SCU Plans could
coincide with a Local Spatial Development Framework, or a number of
SCU plans could make up a Local Spatial Development Planning area.
The basis for this planning level and the definition of the SCU will be
walking distance to services and amenities. The SCU planning
methodology is explained in more detail below.
56
• Layout Plans. Individual layout plans for new development areas must
conform to the dictates of the higher levels of planning identified above.
These could be for relatively small or for larger parcels of land. Layout
plans for privately owned portions of land will be prepared by the NMBM
and the private sector.
3.1 Spatial Development Framework proposals
Three focal points in the Metropolitan Spatial Development Framework are
regarded as key in achieving restructuring, integration and sustainability.
3.1.1 Sustainable Community Planning Methodology
The existing pattern of development in Nelson Mandela Bay is the result of
segregation-based planning. The structuring not only separates different racial
groupings in geographical terms, but has also resulted in great disparities in
standards of living, as well as access to infrastructural services, employment
and cultural and recreational facilities. As these imbalances serve as
constraints for redevelopment, they should be addressed and rectified.
Sustainable Community Units (SCUs) have been introduced to achieve a
more balanced structure in Nelson Mandela Bay, in order to reduce
discrepancies in terms of service provision and standards; promote integration
in socio-economic and functional terms; and provide for economic activities
and employment opportunities.
The urban areas of Nelson Mandela Bay have been divided into a number of
planning units or entities, known as Sustainable Community Units. These are
defined by the distance that an average person can comfortably walk in half
an hour, i.e. a 2 km radius. The planning methodology aims to provide the
requirements for a minimum standard of planning and living within those
areas; in other words, amenities, facilities and job opportunities must be within
walking distance of all residents. All SCUs in Nelson Mandela Bay are to be
linked by a public transport network that will ensure that all areas are
57
accessible to all communities by means of public transport, which is also
required in terms of the Integrated Transport Plan.
Moreover, the planning methodology concept identifies the need to make
higher levels of sustainability and integration in Nelson Mandela Bay the
primary focus of SCU planning. The basis for sustainable community
planning lies in the development principles that have been adopted at
national, provincial and local government levels, as supported by legislation
and government policies. The development goals and principles of particular
importance for spatial planning in SCUs are:
(a) Poverty alleviation and the satisfaction of basic needs.
(b) Focus on special needs groups (HIV and AIDS affected persons,
children, the elderly, and persons with disabilities).
(c) Gender equality and equity.
(d) The environment (physical, socio-economic).
(e) Participation and democratic processes.
(f) Local economic development.
(g) Accessibility (public transport and pedestrian focus).
(h) Mixed-use development.
(i) Corridor development.
(j) Safety and security.
(k) Variation and flexibility.
(l) Densification.
(m) Reducing urban sprawl.
To achieve both sustainability and integration, six functional elements have
been identified as needing attention in relation to the above principles.
These six functional elements are:
(a) Housing.
(b) Work.
(c) Services.
58
(d) Transport.
(e) Community.
(f) Character and identity.
Focusing on these six elements, minimum standards are pursued to achieve
an acceptable planning quality that will result in an improved quality of life for
residents in these areas (for more detail on the planning methodology outlined
above, refer to the Sustainable Community Planning Guide, dated June 2007;
also available on the municipal website: www.nelsonmandelabay.gov.za).
3.1.2 Corridors and accessibility
In restructuring Nelson Mandela Bay, the development of corridors along
major routes that have the potential for integrated mixed land use
development, supported by improved public transport services (e.g. the
Khulani Corridor), is also envisaged. An Integrated Transport Plan (ITP) has
been developed as a key component of the MSDF.
As the primary goal of the ITP is to improve accessibility for all residents of
Nelson Mandela Bay, it has a strong focus on public transport provision.
Visible implementation projects are the introduction of the Integrated Public
Transport System, as well as various pedestrian and cycle-paths along major
roads.
3.1.3 Economic development and growth
This crucial component of the Spatial Development Framework seeks to
generate means to support and enhance urban development. Various
interventions may be utilised to support economic growth and development,
based on a number of considerations, such as:
59
(a) the importance of linking the residents of Nelson Mandela Bay to
opportunities;
(b) directing investments to places where they will have the greatest effect;
(c) protecting and enhancing natural and cultural resources for sustainability
and enriching the experience of Nelson Mandela Bay; and
(d) weaving the growth of Nelson Mandela Bay strongly into the economic
fabric of the Eastern Cape Province.
A brief synopsis of the proposals relating to economic growth and
development that will be contained in the MSDF is presented below. These
proposals are:
(a) Implementation of an urban edge or urban growth boundary: It is
important to note that an urban edge should not be seen as a rigid
regulatory mechanism to retard development initiatives. It is rather a
policy statement aimed at redirecting patterns of growth and encouraging
all parties involved in development to reconsider all options available.
The line put in place will apply for the next few years and may be
amended in subsequent reviews of the MSDF. The following guidelines
for development will apply:
Land uses within the urban edge: Land uses within the urban edge that
are consistent with the relevant local precinct plan, the Spatial
Development Framework and the Land Use Management Plan and/or
Town Planning Scheme will be permitted, subject to the normal
procedures and legislation, e.g. environmental considerations and
transportation requirements. Note that the urban edge does not imply
that the entire area can/should be allowed to develop and that
development rights are therefore guaranteed. Factors such as timing,
the availability of services and the environment must be taken into
account when considering applications within the boundary.
60
Land uses outside the urban edge: Land uses that are peri-urban in
nature are more desirable and must therefore be promoted outside the
urban edge. Where applicable, these will also have to be in line with
local and provincial policies (e.g. the Rural Management Policy).
(b) Peripheral uses: The area located directly outside the urban edge is
earmarked for peripheral uses. It is envisaged that a transitional area
will develop around the urban edge, which may comprise a range of
different peripheral uses. It is proposed that low-intensity land such as
agricultural holdings, peri-urban residential uses, low-intensity service
industries (typically those occurring on agricultural holdings) as well as
urban agriculture be promoted in the fringe area around the urban edge.
These uses should support and protect the urban edge and serve as a
barrier to restrict the future expansion of the urban environment. It is
also necessary to utilise opportunities for urban agriculture in this area
optimally, especially close to disadvantaged communities.
(c) Extensive agriculture: The areas outside the urban edge represent a
peripheral use zone, identified by the Department of Agriculture as prime
agricultural land on which extensive agriculture should be protected and
promoted. The provision of services such as health, education and
retail, must also be catered for in these areas.
(d) Activity nodes or areas: A wide range of activity nodes or areas
accommodating a variety of activities exists. These can be divided into
four main core areas, namely:
• Port Elizabeth
• Uitenhage
• Despatch
• Coega IDZ
In terms of retail, the existing three Central Business Districts (CBDs),
located respectively in Port Elizabeth, Uitenhage and Despatch, must be
maintained and strengthened to protect public and private investment in
61
these areas. The implementation of Business Improvement Districts is
proposed as a strategy to improve safety, security and overall
environmental improvement, particularly in the CBDs.
The industries/commercial undertakings serving Nelson Mandela Bay
include the full range of industrial activities, from heavy and toxic
industries to light industrial, commercial and warehousing activities.
Within the context of the four core areas identified, the functional
specialisation of these industries/commercial undertakings must be
promoted, in terms of both local and regional contexts.
The existing residential nodes of Rocklands, Seaview, St Albans and
Witteklip located outside the urban edge are recognised, but their
expansion must be curtailed. Furthermore, the agricultural use of the
properties abutting these residential nodes must be encouraged to
stimulate economic development within these nodes.
(e) Infill development priority areas and social housing: The two main
priority areas in terms of infill development (utilising undeveloped/
underdeveloped land in central locations) are the Fairview and Salisbury
Park areas, which were the subject of recent land restitution claims.
These pockets of land are strategically located, and detailed subdivisions
have been undertaken for their development.
In addition to the above, the MSDF provides for social housing within the
context of identified Restructuring Zones, as defined in government
policy and draft legislation. Opportunities for social housing will therefore
be provided in specific, defined localities that have been identified as
areas of opportunity (largely economic), where the poor have limited or
inadequate access to accommodation and where the provision of social
housing will contribute to redressing the situation that the urban poor live
in locations far removed from areas of vibrant economic growth.
62
In the preparation of all LSDFs, opportunities for, inter alia, social
housing will be identified.
Within restructuring zones where social housing occurs, a capital grant
(a grant over and above the current institutional subsidy) will apply. This
grant is a significant capital contribution from national government for the
development of social housing and may be used only within approved
restructuring zones. Outside of approved restructuring zones, the
institutional subsidy (provincial grant) may be used for rental or other
forms of subsidised development.
The Social Housing Act No. 16 of 2008 makes provision for the
accreditation of social housing institutions. Only accredited social
housing institutions may implement projects in designated restructuring
zones. Projects must also be accredited to qualify for the capital grant.
The NMBM is in the process of applying for accreditation to enable it to
assume a developmental role with regard to the provision of social
housing. The role of local authorities in respect of social housing
includes creating an enabling environment in terms of land identification
and disposal to delivery agents.
Social housing must take the form of medium density multi-unit
complexes that require institutionalised management, such as
townhouses, row houses, multi-storey units and walkups, but exclude
detached units. Considering the above locational criteria and the current
limits on funding for social housing, six areas have initially been identified
as restructuring zones. These areas, which have been approved by
Council and the provincial authority, are:
• Mandela Bay Development Agency mandate area
• Walmer
• Mount Road
• Fairview
63
• Uitenhage CBD
• Despatch CBD
The following ten additional restructuring zones have been identified and
approved by Council, but not yet by the provincial authorities. Provincial
approval is being negotiated; however, the approach of the provincial
authorities is to not approve further restructuring zones until projects in the
existing zones have been realized.
• Parsonsvlei
• Lorraine
• Motherwell
• Chatty
• Summerstrand
• Wells Estate
• Hunters Retreat
• Newton Park
• 2010 LSDF area
• Greenbushes
During 2009, the Municipality identified and appointed two social housing
partners for the implementation of social housing in the municipal area.
These partners, namely Own Haven and SOHCO, signed agreements with
the Municipality in September 2009. A further potential partner, Imizi, is
preparing to meet the criteria necessary to become a fully fledged social
housing institution.
(f) Strategic development areas: As far as future residential expansion is
concerned, a number of major precincts have been identified, namely:
• Zanemvula (incorporating Soweto-on-Sea, Chatty Extensions 2 – 5
and 9 – 17, as well as Joe Slovo West)
64
• Walmer Gqebera, particularly the methane gas site
• KwaNobuhle South
• Uitenhage East
• Motherwell
• Wells Estate
• Hunters Retreat (end of Walker Drive)
As not all this land is required immediately, these areas will be
developed in a phased approach, based on the availability of bulk
service infrastructure.
(g) Metropolitan Open Space System: A Metropolitan Open Space
System (MOSS) has been defined for the metropolitan area and is
schematically illustrated in the MSDF. The MOSS has been revisited as
part of the Strategic Environmental Assessment, and the MSDF now
defines the revised MOSS.
(h) Transportation: The land use framework, as highlighted above, is
supported by a transportation network and public transport system.
These proposals are embodied in the Integrated Transport Plan and the
Public Transport Plan.
3.2 IMPLEMENTATION AND PRIORITISATION
The MSDF provides strategic guidance on the areas where the Municipality
should focus the allocation of its resources. In order to assist in prioritising
projects and allocating resources, four main elements of the MSDF were
isolated as geographic entities that could give guidance as to where the
priority capital investment areas lie. These areas are:
(a) Core economic areas
(b) Infill priority areas
(c) Strategic development areas
(d) Service upgrading priority areas
65
The MSDF is also supported by a number of sectoral plans and topic-specific
planning documents, including the following, as earlier discussed:
(a) Strategic environmental assessment
(b) Urban edge/Rural management and urban densification policies
(c) Demographic study update
(d) Land Use Management System
3.3 INCORPORATING SECTORAL PLANS
The various sectoral plans incorporated into the MSDF are identified in this
section. These sectoral plans, which have major spatial implications for the
MSDF, are as follows:-
(a) Coastal Management Plan
(b) Disaster Management Plan
(c) Environmental Policy
(d) Infrastructure Development Plan
(e) Integrated Transport Plan
(f) Integrated Waste Management Plan
(g) Local Economic Development Strategy
(h) Metropolitan Open Space System
(i) Public Transport Plan
(j) Tourism Master Plan
(k) Integrated HIV and AIDS Plan
(l) Water Services Development Plan
In addition to this, with the preparation of the more detailed Local Spatial
Development Frameworks and their approval, the MSDF becomes more
detailed.
66
Furthermore, a number of large developmental projects are being mooted in
and around Nelson Mandela Bay. If each were to be developed in a
fragmented, isolated manner, successful development would be more difficult
to achieve. However, if all the proposed projects were developed
comprehensively and in support of one another, a collective momentum would
be generated. Together, these projects would place Nelson Mandela Bay in a
highly competitive position to attract tourism and other investment, both
nationally and internationally, and would promote domestic economic growth.
The major projects identified, are outlined below:-
3.3.1 Njoli Square Development
Njoli Square is situated in the heart of KwaZakhele, approximately 10 km to
the north of the Metro’s CBD. Despite its name, Njoli Square is not a square,
but a large traffic circle – one of the major transportation hubs in the Ibhayi
area.
As one of the key nodes in the Khulani Corridor that links Motherwell in the
north to the Port Elizabeth CBD in the south, Njoli Square has attracted
significant informal trading and semi-formal business, making it the most
important commercial node within the greater KwaZakhele area.
It is the Municipality’s vision that Njoli Square be redeveloped into a dynamic
civic centre, to serve as a catalyst to encourage and stimulate private sector
investment in the surrounding area.
3.3.2 Mandela Bay Development Agency (MBDA)
Established in 2003, the Mandela Bay Development Agency is a municipal
entity mandated to facilitate the regeneration of the Inner-City area and the
development of the harbour area, with a view to promoting economic and
tourism development against the backdrop of urban renewal. The MBDA’s
67
mandate also extends to the Uitenhage Inner-city and development areas.
Exciting projects such as the International Convention Centre, the Freedom
Statue and the upgrading of the CBD, featured below in more detail, are being
driven by the MBDA.
Due to the movement of commercial activities to the suburbs, the historical
city centre of Port Elizabeth and now that of the metropolitan area has been
under threat for some years.
In an effort to counteract the decline of the CBD and to restore its critical role,
the Mandela Bay Development Agency, in conjunction with the Planning
Section of the NMBMM, is preparing a Local Spatial Development Framework
to guide development and to identify projects to uplift this area.
This plan recognizes the central area, which covers the harbour/waterfront
area, South End, Humerail, the CBD, Richmond Hill, Central and North End,
as crucial to the growth and development of the Metro as a whole.
Presently work is being done on, inter alia, Govan Mbeki Avenue Phase 2, the
Strand Street upgrading, the Donkin Reserve and the multi-nodal interchange
at the intersection of Govan Mbeki Avenue and Russell Road. The
development of the former Tramways Building by private developers is also
being pursued.
The following underline the need for prioritised attention to the CBD:
(a) It is the heart of Nelson Mandela Bay and therefore important to all its
citizens and communities.
(b) From a historical and architectural point of view, the downtown area is
one of the most important areas of the city. It is therefore vital that it be
preserved and utilised to stimulate tourism and the economy.
(c) All transportation infrastructure focuses on the central part of Nelson
Mandela Bay, making it easily accessible to all communities.
68
(d) It has traditionally always been an area in which different communities
meet and can therefore play an important role in the integration of
Nelson Mandela Bay.
(e) It is ripe for redevelopment. Many businesses and organisations have
moved out or are looking to move out of the central area, and the
continuation of this trend could be disastrous in terms of lost
opportunities.
(f) It is the civic and economic centre of Nelson Mandela Bay and is
therefore critical from a local and regional point of view.
(g) The image of Nelson Mandela Bay. The unique central area of any city
distinguishes it from all other cities. It is the face that is presented to
the rest of the world. This area therefore has an important role to play
in establishing an identity for Nelson Mandela Bay, internationally,
nationally and regionally.
The broad objective is to start a sustainable process aimed at achieving the
goals of the MSDF. Other objectives are to develop the city centre
economically as an integrated civic hub, also from a transportation point of
view.
3.3.5 International Convention Centre
A major convention centre, to be located in close proximity to the beachfront
and close to the Airport, hotels and beachfront attractions, is proposed.
Proposals have been called for on the former Telkom Park site and bids have
been received. Environmental and planning research is being finalised before
this will be taken further.
3.3.6 Casino Redevelopment
The two Casino Bid applications received in the municipal area were
evaluated by the Eastern Cape Gambling and Betting Board in 2009. The
existing site at the Boardwalk will be upgraded in 2011 by the addition of, inter
alia, a new conferencing facility, five-star hotel and spectacular water
fountain.
69
3.3.7 Motherwell Urban Renewal Programme (MURP)
This Programme represents a multi-faceted approach that will upgrade
amenities and services in the sprawling and impoverished area of Motherwell,
as well as promote employment and community participation in that area.
Extensive funding for capital projects has been received and work is
progressing in line with the Motherwell LSDF, which has recently been
prepared.
3.3.8 Helenvale Urban Renewal Programme (HURP)
Helenvale has been identified as an area urgently in need of upgrading. It
was accordingly decided to establish the Helenvale Urban Renewal
Programme, based on the Motherwell Urban Renewal Programme. This
Programme has also adopted a multi-faceted approach to the upgrading of
amenities and services in Helenvale and to fostering employment and
community participation.
3.3.9 Urban agriculture
The Urban Agriculture Project will allow poor and disadvantaged communities
to secure food and to enter into an economic activity, as part of the
Municipality’s long-term vision to develop agriculture into a strategic economic
sector.
3.3.10 Beachfront development
Totalling approximately 100 km of beach and coastline, its beachfront is the
Metro’s greatest natural asset. This largely underdeveloped and unexploited
area has the potential of forming the foundation of a thriving tourism,
recreation and holiday industry.
70
The Integrated Beachfront Development Plan, which focuses on the 25 km
stretch of beach from St George’s Strand in the north to Flat Rock in the
south, aims to maximise the strengths and opportunities of the beachfront
area and to prevent unplanned ad hoc development, which could impact on
the prime beachfront area.
The plan is being complemented by a study on the impacts of sea level rise,
which is due to be finalised in 2011.
3.3.11 Resort developments (Maitland and Van Stadens River Mouth,
Beachview and Springs Resort)
With the exception of the Springs Resort, which fell under the erstwhile
Uitenhage Municipality, the abovementioned resorts were previously all
administered by the former Western District Municipality. Since the
amalgamation of the various local authorities and the formation of the Nelson
Mandela Bay Metropolitan Municipality, these resorts have been administered
by the latter Municipality. However, as this is not seen as a core function of
the Municipality, steps have been taken to privatise these resorts and to allow
them to be upgraded into fully functional holiday destinations.
3.3.12 Bay West development
This development initiative straddles the N2 at the western entrance to the city
and envisages the development of a multi-use facility. The envisaged
development includes residential, industrial, commercial, tourism and
recreational uses and was approved by Council in December 2009.
3.3.13 Gateways and Beautification Project
Introduced to enhance the image of Nelson Mandela Bay and to attract
tourism and business as well as boost confidence and economic spin-offs, this
Project entails the beautification of major transportation routes, such as the
N2, the Settlers Freeway and the PE / Uitenhage Road.
71
The Project also envisages the establishment of features in the form of distinct
boundary markers at strategic entrances to the Metro area and at the Airport,
which will announce to travellers that they have arrived at Nelson Mandela
Bay.
3.3.14 Greening of Nelson Mandela Bay
This Project entails the beautification of the previously disadvantaged areas
by tree planting and physical improvements, as well as community education.
3.3.15 Red Location Cultural Precinct
A tourism village incorporating a museum, art centre, market and library is
proposed in the historic Red Location area of New Brighton. The Museum
component of the tourism village, known as the Red Location Museum of
Struggle, was officially opened in November 2006. The next phase of
development includes civic amenities, as well as housing and commercial
opportunities to support the precinct.
3.3.16 Van der Kemp’s Kloof
Van der Kemp’s Kloof has been identified as a priority area for biodiversity
conservation in terms of the Nelson Mandela Metropolitan Open Space
System and is in the process of being proclaimed as a nature reserve.
To promote environmental awareness, it is also proposed to provide facilities
in the Kloof, such as hiking trails, picnic areas and recreational dams, in a
holistic and environmentally sensitive way.
3.3.17 Revitalisation of Uitenhage CBD (UDDI)
This project entails the revitalisation of the Uitenhage core area by upgrading
and improving the CBD and adjacent areas. The upgrading of the exterior of
72
the Town Hall has been completed, as well as the upgrading of the node
between the Town Hall and the Uitenhage Library.
3.3.18 North End beachfront land reclamation
An exciting project complementary to the City’s vision is the reclamation of the
North End beachfront, which became eroded following the development of the
PE Harbour. This erosion has subsequently had to be curbed by the use of
dolosse to protect the freeway and railway lines serving the City.
A littoral drift estimated at approximately 150 000 cubic metres of sand per
annum moves northwards along the coastline from Cape Recife. Over the
years, this sand movement has built up King’s Beach. As it moves past the
breakwater, it silts the Harbour entrance, which has to be dredged at a cost of
some R7 million per annum. The continual cost of dredging the Harbour
entrance and the dumping of the sand dredged in deeper waters is sufficient
to render a sand bypass scheme, similar to that used at the Port of Ngqura, a
viable alternative.
Prior to the construction and subsequent extension of the Harbour, the
beaches to the west of the Harbour extended approximately 200 metres
further out to sea than today. The intention is to make use of the sand bypass
system to replenish, in phases, the coastal zone west of the Harbour with
sand, and to open up this reclaimed area for development.
Uses considered suitable include a marina with supporting residential and
commercial components. Together with the Nelson Mandela Bay Stadium
built at Prince Alfred’s Park, the reclamation and subsequent development of
the North End beachfront will act as a strong catalyst for the urban renewal of
much of the North End area, with particular emphasis on the commercial and
industrial land situated in-between.
73
3.3.19 Greater Addo National Elephant Park and Baviaanskloof
Conservancy
The Greater Addo National Elephant Park and the Baviaanskloof Mega-
Reserve projects seek to develop and increase the sustainability of two prime
conservation areas in the Eastern Cape. Although located outside the
jurisdiction of the Nelson Mandela Bay Metropolitan Municipality, their
successful development will be a vital part of the arsenal of tourism and
natural attractions offered to visitors to the region.
3.3.20 Zanemvula Project
An intergovernmental initiative to fast-track the provision of 14 500 homes to
assist in reducing the 80 000 housing backlog in Nelson Mandela Bay is under
way. The project focuses on creating new settlements for housing the
approximately 3000 families that live in the Soweto-on-Sea Veeplaas
floodplain. Major upgrades of non-flood plain areas in the vicinity are also
planned. The project is governed by a Memorandum of Understanding and
Agreements that ensure co-operation for delivery by the NMBMM, the
Provincial and National Departments of Housing, and Thubelisha Homes, the
implementation arm of the National Department of Housing. The project will
be implemented as a sustainable human settlement in line with the prescripts
of the Breaking New Ground Strategy of the National Department of Housing,
as well as the Sustainable Community Planning Methodology of the NMBMM.
3.4 CONSERVATION OF BUILT ENVIRONMENT AND HERITAGE
3.4.1 General
The existing built environment structures urban areas and reflects the
historical and cultural development of a city. Consequently, the protection and
conservation of the built environment contributes to an understanding of the
existing character and identity of a place. The appropriate utilisation and
rehabilitation of historical buildings and environments is a principle of urban
development.
74
The MSDF is based on the principles of conservation and sustainability and
utilising the potential of historical and culturally valuable buildings, places and
spaces. The value of the built environment and historical buildings and sites
to tourism and the role tourism can play in the economic development of the
region need to be recognised and capitalised on.
3.4.2 Heritage conservation
The following fundamental principles have been identified for heritage
conservation in South Africa:
• Heritage is a valuable, finite, non-renewable and irreplaceable resource
that must be carefully managed to ensure its survival.
• Every generation has a moral responsibility to act as a trustee of the
natural and cultural heritage for succeeding generations.
• South Africa has a rich heritage, both natural and man-made, which is
unique and worthy of conservation.
• Numerous cultures, both past and present, have contributed to that
heritage and all have the right to be protected.
• Every person, community and institution has an obligation to ensure
that significant elements of the natural and cultural heritage are not
damaged or destroyed.
3.4.3 Heritage Resources Act
The National Heritage Resources Act No. 25 of 1999 demands the
establishment of a heritage resource management system involving a national
heritage resource authority, a provincial heritage resource authority (PHRA) in
each region or province and the local authorities which, once the system is
established, will be responsible for Grade 1, 2 and 3 heritage resources
respectively.
75
Heritage resources are places or objects of cultural significance, including
objects or places of aesthetic, architectural, historical, scientific, social,
spiritual, linguistic or technological value. Heritage resources may include
buildings, structures, equipment of cultural significance, places associated
with living heritage, historical settlements and townscapes, landscapes and
natural features of cultural significance, graves and burials, archaeological
and paleontological sites, geological sites and sites relating to the history of
slavery.
The system requires that these graded heritage resources be formally
identified as national and provincial heritage sites that must be placed on
heritage registers and local heritage resources that may be placed on a
heritage register. The system also provides for the identification of protected
areas and heritage areas. All of these formal identifications must follow
exhaustive procedures, after which these formally identified sites, areas and
resources may be described as being formally protected.
The heritage resources management obligations placed on local authorities
are varied. All registered heritage practitioners are required to meet these
obligations. The Act stipulates these requirements as follows:
• Identification of places of cultural significance, including objects or
places of aesthetic, architectural, historical, scientific, social, spiritual,
linguistic or technological value.
• Grading and management of Grade 3 heritage resources.
• Management of heritage areas.
• Management of sites on the heritage register.
• Management of monuments and memorials.
• Proper management of properties of heritage value owned by the local
authority.
• Presentation and promotion of places of cultural significance.
76
In order to fulfill its legal obligations, the Municipality needs to identify and
grade heritage resources to ultimately provide a heritage resources
management plan for the heritage resources in its care. One of the MSDF
implementation strategies is the preparation of a Heritage Register, in
compliance with the requirements of the Act.
The preparation of a Heritage Register in compliance with the Act has been
commissioned.. It entails, inter alia, the identification of the resources that
will fall under the jurisdiction of the NMBMM to manage in the future.
Presently, development is hampered to a certain extent, as all approvals for
development on sites with buildings older than 60 years need to go through
the Provincial Heritage Authority, which itself is not statutorily competent.
Once the Municipality has compiled a register, as the Act requires, it can
through certain processes that are prescribed and assume responsibility for
certain heritage roles, thus in certain instances speeding up the heritage
application approval process.
Current Heritage initiatives:
The state of built heritage in Nelson Mandela Bay is cause for concern.
Consequently, the Municipality took a decision to prioritise the preservation of
heritage and the built environment. A Problem Buildings By-law and a
Heritage By-law have been developed in line with the provisions of the
Heritage Resources Act.
Ongoing work is taking place with the compilation of the Heritage Inventory,
which is one of the key compliance requirements.
3.5 CURRENT STATUS OF MSDF
The MSDF is continually being refined through ongoing information gathering
and studies. The legislation prescribes that the MSDF should be annually
reviewed, with Council approval required every five years.
The refinement of the MSDF happens through the preparation of LSDFs and
policy and plan adjustments over time.
77
CHAPTER FOUR
SERVICE DELIVERY PLAN
The Service Delivery Plan of the Municipality is informed by huge growth and
maintenance backlogs. It is further informed by community needs and
developmental objectives. Key components of the Service Delivery Plan
include the following:
• Growth and maintenance backlogs
• Capital Works Plan and other Ward-based projects
• Sector departments plans (Government Departments in the Metro)
4.1 GROWTH AND MAINTENANCE/HISTORICAL BACKLOGS
Maintenance comprises two components: operational maintenance and
capital maintenance backlogs. The Municipality aims to eliminate backlogs
over a ten-year period.
Comprehensive studies have been undertaken to quantify the institutional
backlogs. Based on the findings, large portions of the Municipality’s Capital
Budget have been allocated to maintenance backlogs. The extent of the
capital backlog is summarised below:
BACKLOGS AND ASSOCIATED BUDGET IMPLICATIONS
Operating Budget Requirements Total
Operational
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Operating
Budget
2011/12
Water 287,675,083 63,344,620 128,894,640
Water Pump Stations 6,994,810 1,903,700 1,622,840
Water Reticulation 114,315,105 22,863,021 83,536,903
Water Treatment Works 15,495,971 4,906,396 8,476,120
Reservoirs, Water Towers, Break 11,659,618 2,433,503 507,897
78
Operating Budget Requirements Total
Operational
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Operating
Budget
2011/12
Pressure Tanks
Dams 12,864,213 2,870,000 2,596,970
Bulk Water Supply Mains 126,345,366 28,368,000 32,153,910
Sanitation 247,771,750 106,287,074 116,302,900
Waste Water Treatment Works 62,510,629 16,078,394 20,837,480
Sewerage Pump Stations 58,967,533 17,038,700 22,537,700
Sewerage Network 126,293,588 73,169,980 72,927,720
Roads & Stormwater 403,499,986 80,699,996 79,751,960
Subsidised Roads 32,139,072 6,427,814 5,422,520
Non-Subsidised Roads 207,202,094 41,440,418 42,262,000
Rehabilitation of Stormwater Facilities 164,158,820 32,831,764 32,067,440
Recreational & Cultural Services 70,350,000 27,800,000 16,264,870
Upgrading of facilities and beaches 18,000,000 7,500,000 2,342,850
Resorts 600,000 300,000 151,810
Sports facilities 38,750,000 15,000,000 10,063,900
Pools 13,000,000 5,000,000 3,706,310
Safety and Security Services 14,900,000 1,490,000 397,250
Fire Station Buildings 14,100,000 1,410,000 351,530
Training Centres 800,000 80,000 45,720
TOTAL 1,024,196,819 279,621,690 341,611,620
Capital Budget Requirements Total Capital
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Capital
Budget
2011/12
Water 1,558,311,460 318,822,292 24,600,000
Water Pump Stations 75,302,500 15,060,500 0
Water Reticulation 1,229,900,085 249,970,017 10,200,000
Water Treatment Works 56,298,500 11,259,700 10,000,000
Reservoirs, Water Towers, Break
Pressure Tanks
80,200,375 18,110,075 1,400,000
Dams 3,910,000 782,000 1,000,000
Bulk Water Supply Mains 112,700,000 23,640,000 2,000,000
Sanitation 629,966,345 131,807,769 55,300,000
Waste Water Treatment Works 134,455,000 28,780,500 38,750,000
Sewerage Pump Stations 25,138,040 5,852,608 5,550,000
Sewerage Network 470,373,305 97,174,661 11,000,000
Roads and Stormwater 1,519,393,190 374,286,306 226,000,000
Rehabilitation of Tar Roads and Tarring
of Gravel Roads
1,233,621,010 302,366,306 190,000,000
Resurfacing of Subsidised Tar Roads 48,400,000 10,680,000 1,000,000
Resurfacing of Non-subsidised Tar Roads 121,200,000 26,240,000 1,000,000
79
Capital Budget Requirements Total Capital
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Capital
Budget
2011/12
Rehabilitation of Stormwater Facilities 116,172,180 35,000,000 34,000,000
Electricity and Energy 514,435,000 58,675,000 18,000,000
Major Substations 45,935,000 10,257,000 2,000,000
Distribution Substations 277,000,000 30,917,000 1,000,000
HV Overhead Lines 70,700,000 6,834,000 10,000,000
Rural and LV Lines 120,800,000 10,667,000 5,000,000
TOTAL 4,222,105,995 883,591,367 323,900,000
4.2 CAPITAL WORKS PLAN AND OTHER WARD-BASED PROJECTS
The Municipality’s Capital Works Plan is presented below, presenting the
various projects for the 2011/12 – 2012/13 – 2013/14 financial years (wards to
be inserted after finalization of consultation processes).
The Capital Works Plan has been informed by the following:
(a) Ward-based IDP priorities and needs informed by wards inputs and
ward visits.
(b) Projects that could not be implemented during 2010/11 due to
insufficient funding.
(c) Key sector and other master plans.
(d) Levels and standard of service delivery in wards.
(e) Infrastructure maintenance and service backlogs.
(f) Socio-economic conditions in Nelson Mandela Bay.
(g) Development of sustainable and integrated human settlements.
(h) Implementation of the 80:20 principle in favour of disadvantaged wards.
(i) Priorities as outlined in the State of the Nation Address by the
President (2011).
(j) ANC Local Government Elections Manifesto (2011).
80
DRAFT CAPITAL BUDGET BY PROJECT PROGRAMMES FOR 2011/12 - 2013/14
Housing & Land (1191)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Investment Property (10036) 10,000,000 0 0
Land Acquisition (20070267) 10,000,000
Programme: Services for Housing Delivery (10074) 70,000,000 123,100,000 119,100,000
Internal Reticulation Services for Housing Delivery (New) 70,000,000 123,100,000 119,100,000
Total 80,000,000 123,100,000 119,100,000
Infrastructure & Engineering Unit - Rate and General (0384)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Resurfacing of Minor Roads (10002) 1,000,000 2,000,000 3,000,000
Resurfacing Tar roads (non-subsidy) (19930026) 1,000,000 2,000,000 3,000,000
Programme: Resurfacing of Major Roads (10018) 1,000,000 2,000,000 3,000,000
Resurfacing of Subsidised Roads (19930002) 1,000,000 2,000,000 3,000,000
Programme: Rehabilitation of Minor Tar Roads (10019) 2,000,000 0 5,000,000
Rehabilitate Tar Roads - Kleinskool (19950619) 2,000,000
Rehabilitation of roads (20070137) 5,000,000
Programme: Rehabilitation of Minor Concrete Roads (10020) 30,000,000 33,000,000 36,000,000
Rehabilitate Concrete Roads - Northern Areas (19980218) 30,000,000 33,000,000 36,000,000
Programme: Buildings, Depots Upgrading & Additions (10009) 28,000,000 24,000,000 0
Construction of Laboratory (20080062) 28,000,000 24,000,000 0
Programme: Vehicles & Plant (10010) 2,000,000 5,000,000 10,000,000
Replacement Vehicles Fleet (19940289) 2,000,000 5,000,000 10,000,000
Programme: Tarring of Gravel Roads (10023) 150,000,000 165,000,000 180,000,000
Tarring of Gravel Roads (20050286) 150,000,000 165,000,000 180,000,000
Programme: Construction of Stormwater Infrastructure (10025) 0 0 20,000,000
Motherwell NU29 & 30 : Roads & S/w Bulk Infrastructure (20030379) 20,000,000
Programme: Stormwater Improvements (10026) 34,000,000 26,000,000 34,000,000
Zwide Bulk Stormwater (20060237) 0 0 13,000,000
Wells Estate: Stormwater Improvements (20080079) 17,000,000 18,000,000
Missionvale: Stormwater Improvements (20080082) 17,000,000
New Brighton/Kwazakhele: Bulk Stormwater (20030475) 0 8,000,000 10,000,000
Stormwater Improvements (20020149) 0 0 1,000,000
Chatty: Stormwater Improvement (20080078) 10,000,000
Programme: Construction of Major Roads (10027) 18,000,000 75,000,000 62,000,000
Access Road to Chatty Developments (20060251) 30,000,000
H45 Redhouse - Chelsea Arterial: Walker Drive to N2 (19940201) 18,000,000 75,000,000 32,000,000
Programme: Rehabilitation of Major Roads (10028) 0 0 10,000,000
Rehabilitation of William Moffett Expressway (19990144) 0 0 10,000,000
Programme: Improvements to Major Roads (10029) 10,800,000 36,090,000 46,000,000
Njoli Square Redevelopment (19990168) 10,800,000 36,090,000 36,000,000
H103: Heugh Road (MR427) Widening (1st - 8th Avenue) (19940204) 0 0 10,000,000
Programme: Rehabilitation of Bridge Structures (10030) 8,000,000 4,000,000 0
Remedial works: Pell Street Interchange (20060186) 8,000,000 4,000,000 0
Programme: Non-Motorised Transport Facilities (10032) 20,000,000 20,000,000 20,000,000
Provision of Sidewalks and Cycle Tracks (20060020) 20,000,000 20,000,000 20,000,000
Programme: 2010 World Cup Work Packages (10034) 200,000,000 250,000,000 535,000,000
81
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
2010 Work Package: Bus Rapid Transit (20070244) 104,000,000 130,000,000 256,904,630
2010 Work Package: Public Transport Planning (20060243) 21,000,000 15,000,000 72,535,420
2010 Work Package: Modal Interchanges (20070124) 55,000,000 35,000,000 140,376,720
2010 Work Package: Road Works (20060232) 0 0 17,783,630
2010 Work Package: Public Transport Facilities (20060229) 20,000,000 70,000,000 35,410,000
2010 Work Package: Sidewalks and Cycle Tracks (20060238) 0 0 6,127,500
2010 Work Package: TDM and ITS (20060234) 0 0 5,862,100
Total 504,800,000 642,090,000 964,000,000
Sanitation - Metro (1411)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Bucket Eradication (10043) 1,033,000 15,000,000 15,000,000
Rudimentary Services: Sanitation (20050247) 433,000 15,000,000 15,000,000
Bucket Eradication Programme (20050248) 600,000
Programme: Reticulation Sewers - Rehabilitation & Refurbishment (10044) 4,000,000 7,000,000 4,000,000
Sewers: Maintenance Backlog (20030672) 1,000,000 3,000,000 2,000,000
Sewer Replacement and Relining (19930112) 3,000,000 4,000,000 2,000,000
Programme: Reticulation Sewers - New, Augmentation & Upgrade (10045) 25,000,000 3,000,000 1,000,000
Improvements to Sewerage System (19940098) 23,000,000 3,000,000 1,000,000
Kwanobuhle: Upgrade of sewer reticulation (20080138) 2,000,000
Programme: Bulk Sewers - Rehabilitation & Refurbishment (10046) 7,000,000 9,000,000 2,090,000
Rehabilitation of Kwazakhele Collector Sewer (20070143) 7,000,000 9,000,000 90,000
Markman - Replace 600mm Sewer (20030034) 2,000,000
Programme: Bulk Sewers - New, Augmentation & Upgrade (10047) 12,890,000 77,020,000 116,200,000
Motherwell North Bulk Sewerage (20060106) 12,000,000 15,000,000
Paapenkuils Main Sewers Augmentation (19980348) 5,890,000
Motherwell/Coega WWTW and outfall sewer (20060107) 5,000,000 40,000,000 50,000,000
Lorraine - Bulk Sewerage Augmentation (20030030) 0 0 10,000,000
Colchester - Bulk Sewerage Infrastructure & WWTW (20060102) 5,000,000 5,000,000
Sewer Protection works for collector sewers (20050105) 2,000,000 2,000,000 2,000,000
Jagtvlakte Bulk Sewerage (20060103) 8,000,000 10,000,000
Upgrading of Bulk Sewerage : Cape Road Industrial Area (20042905) 20,000
Main Sewer Augmentation (Chatty Ext 3 & 4)( Nodes 31-32) (19980353) 0 0 2,000,000
Augment Collector Sewer for Walmer Heights and Mt Pleasant (20050064) 0 0 2,000,000
Chatty Valley Collector Sewer Stage 1 (nodes 20 -24) (19960525) 5,000,000 5,000,000
Uitenhage Allenridge West Phase 2 - Bulk Sewer (20110053) 200,000
Tynira / Endlovini - Sewerage (20110054) 200,000
Seaview - Bulk Sewerage (20110055) 200,000
Raymond Mhlaba (Buyambo) - Bulk Sewer (20110056) 200,000
Nkatha / Seyisi - Bulk Sewer (20110057) 200,000
Mavuso (Day Hospital Site - Rholihlahla) - Bulk Sewer (20110058) 200,000
Mandela Village (Kwazakhele) - Bulk Sewer (20110059) 200,000
Kwaontshinga / Meka - Bulk Sewer (20110060) 200,000
Kalipa - Bulk Sewer (20110061) 200,000
Hlalani (Qeqe) - Bulk Sewer (20110062) 200,000
Ekuphumleni - Bulk Sewer (20110063) 200,000
Ramaphosa West - Bulk Sewer (20110064) 200,000
Mandelaville - Bulk Sewer (20110065) 200,000
82
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Joe Slovo (Uitenhage) - Bulk Sewer (20110066) 200,000
Industrial Site (Airport Valley) - Bulk Sewer (20110067) 200,000
KwaNobuhle Area 11 - Link Sewer (20110068) 200,000
Missionvale Bulk Sewerage Reticulation (19980370) 0 5,000,000 12,000,000
Programme: Sewerage Pump Stations - Rehabilitation & Refurbishment (10048) 5,550,000 6,200,000 3,000,000
Sewerage Pump Station : Maintenance Backlog (20060178) 2,550,000 3,000,000 3,000,000
Missionvale Pump Station No. 1 Upgrading (20050075) 500,000 500,000
Pump Stations - New Equipment (19930106) 2,500,000 2,500,000
Aloes Sewerage Pumpstation Refurbishment (20050073) 0 200,000 0
Programme: Sewerage Pump Stations - New, Augmentation & Upgrade (10049) 700,000 700,000 3,900,000
Studebaker Pumpstation Upgrading (20060120) 500,000 500,000
Motherwell Pumpstation No 3 Upgrading (20050076) 200,000 200,000
Rocklands PHB Housing project WWTW ( 20030167) 1,900,000
Bulk Sewers, KwaNobuhle informal areas (XX16S) (20010326) 0 0 2,000,000
Programme: Waste Water Treatment Works - Rehabilitation & Refurbishment
(10050) 8,750,000 7,000,000 2,000,000
WWTW: Building Repairs and Concrete Rehab. (20000072) 1,000,000 2,000,000 1,000,000
Kelvin Jones WWTW: Upgrade (20070147) 1,500,000
WWTW: Improve access roads (20050088) 1,200,000
Brickfields: Upgrade (20070153) 5,000,000 5,000,000 1,000,000
FWF: Upgrading the MCC's and SCADA for old section of plant (20042920) 50,000
Programme: Waste Water Treatment Works - New, Augmentation & Upgrade
(10051) 51,000,000 65,000,000 58,700,000
Driftsands WWTW Phase 3 extension (20050250) 20,000,000
Fishwater Flats WWTW Upgrade (20070156) 30,000,000 40,000,000 35,000,000
Upgrade Despatch Reclamation Works (20030182) 0 8,000,000 8,000,000
Witteklip Bulk Sewerage (20030405) 0 14,000,000 14,700,000
WWTW - Sludge Treatment and disposal facilities (20000066) 1,000,000 3,000,000 1,000,000
Programme: Vehicles (10009) 0 0 2,000,000
Replacement of Sewage Vehicles (19980344) 0 0 2,000,000
Programme: Management Systems (10024) 450,000 100,000 50,000
Sewerage Master Plan Updating (20042912) 450,000 100,000 50,000
Total 116,373,000 190,020,000 207,940,000
Metro Water Service (1412)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Dams - Drought Relief Projects 400,000,000 0 0
Drought Relief Projects (New) 400,000,000
Programme: Dams - Rehabilitation & Refurbishment (10061) 1,000,000 1,000,000 1,000,000
Water Service Maintenance Backlog: Dams (20080094) 1,000,000 1,000,000 1,000,000
Programme: Water Treatment Works - New, Augmentation & Upgrade (10063) 8,000,000 10,000,000 15,000,000
Loerie Treatment Works: Rehabilitation (20000037) 8,000,000 10,000,000
Upgrading of Churchill Water Treatment Works (20060080) 0 0 15,000,000
Programme: Water Treatment Works - Rehabilitation & Refurbishment (10064) 10,000,000 15,000,000 16,000,000
Elandsjagt - Upgrade to Restore Capacity (19960156) 10,000,000 15,000,000 16,000,000
Programme: Supply Pipe Lines - New, Augmentation & Upgrade (10067) 20,000,000 103,000,000 92,000,000
83
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Nooitgedagt/Coega Low Level System (20050097) 10,000,000 53,000,000 15,000,000
Seaview Bulk Water (20030511) 0 0 12,000,000
St Albans Bulk Water (20030512) 5,000,000
Coega Reclaimed Effluent Scheme (20060081) 10,000,000 50,000,000 50,000,000
Jagtvlakte: Bulk Water Supply Pipeline (20080048) 10,000,000
Programme: Supply Pipe Lines - Rehabilitation & Refurbishment (10068) 2,000,000 3,000,000 13,000,000
Water Services Maintenance Backlog: Pipelines (20030630) 2,000,000 2,000,000 2,000,000
Older Dams Pipelines Augmentation (20042883) 0 1,000,000 1,000,000
Renovation of Perseverance - Uitenhage Bulk Water Supply Pip (20010316) 0 0 10,000,000
Programme: Reservoirs - Rehabilitation & Refurbishment (10069) 1,400,000 200,000 4,350,000
Replacement of KwaNobuhle Reservoir (20050108) 1,000,000
Rehabilitation of Reservoirs (19990185) 300,000 0 4,250,000
Schoenmakerskop Reservoir (19990186) 0 100,000
Reservoir Fencing (19990184) 100,000 100,000 100,000
Programme: Reservoirs - New, Augmentation & Upgrade (10070) 0 0 20,000,000
Van der Kemp's Reservoir and Approach Main (20030297) 0 0 10,000,000
Construction of a 1,0 ml reclaimed effluent reservoir: Uitenhage (20030601) 0 0 5,000,000
Balmoral Reservoir and Bulk Pipeline (20100034) 0 0 5,000,000
Programme: Buildings, Depots Upgrading & Additions (10009) 0 0 5,000,000
Regionalisation: New Water Depot (20042881) 0 0 5,000,000
Programme: Management Systems (10024) 1,000,000 1,000,000 1,000,000
Metro Water: Master Plan (20042885) 1,000,000 1,000,000 1,000,000
Programme: Distribution Pipe Lines - New, Augmentation & Upgrade (10071) 0 0 2,000,000
Wells Estate Phase 3 and 4 : pipeline (20030330) 0 0 2,000,000
Programme: Distribution Pipe Lines - Rehabilitation & Refurbishment (10072) 24,600,000 10,487,900 10,200,000
Pipe Rehabilitation and Improvements to System - General (19930320) 13,000,000 3,000,000 3,000,000
Water Service Maintenance Backlog: Pump Stations (20080093) 1,000,000 1,000,000 1,000,000
Purchase of Water Meters - Metro (20000052) 10,000,000 5,787,900 5,000,000
Installation of Zone Water meters (20000051) 450,000 500,000 500,000
Refurbishment of Cast Iron Fittings (20010038) 0 0 500,000
Cathodic Protection of Steel Pipelines (19950866) 150,000 200,000 200,000
Total 468,000,000 143,687,900 179,550,000
Electricity & Energy (1477)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Customer Requirements (10003) 26,000,000 26,000,000 26,000,000
Private Township Development (19930259) 10,000,000 10,000,000 10,000,000
Miscellaneous Mains and Substations (19930255) 15,000,000 15,000,000 15,000,000
Non Electrification Areas - Service Connections (19930233) 1,000,000 1,000,000 1,000,000
Programme: Network Reinforcements (10005) 20,000,000 22,000,000 27,000,000
HV Network Reinforcement - Overhead Cabling (20042993) 10,000,000 6,000,000 10,000,000
HV Network Reinforcement - Underground Cabling (20100120) 2,000,000 1,000,000 1,700,000
HV Network Reinforcement - New Substations (20100122) 2,000,000 7,000,000 3,300,000
Coega Reinforcement (19990104) 6,000,000 8,000,000 12,000,000
Programme: Informal Housing Electrification (10012) 25,000,000 20,000,000 20,000,000
Informal Housing Electrification (19930264) 25,000,000 20,000,000 20,000,000
Total 71,000,000 68,000,000 73,000,000
84
Public Health (1193)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: 2010 World Cup Work Packages (10034) 0 0 500,000
2010 World Cup Environmental Services - Entrances & Gateways (20070242) 0 0 500,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 0 500,000 500,000
Secure Municipal Parks Facilities (19980266) 0 500,000 500,000
Programme: Construction of New Clinics (10040) 3,094,000 0 1,000,000
Occupational Health Rehabilitation Medical Equipment (20100099) 0 0 1,000,000
Replacement of Tshangana Clinic (20090047) 3,094,000 0 0
Programme: Medical Equipment (10041) 1,000,000 500,000 500,000
Life Support Medical Equipment (20070192) 500,000
Improvements to Public Health Infrastructure (20090028) 500,000 500,000 500,000
Programme: Upgrade and Rehabilitation of Beaches (10052) 1,000,000 2,100,000 2,100,000
Beachfront (20010064) 1,000,000 1,500,000 1,500,000
Tygerbay (20010059) 0 600,000 600,000
Programme: Greening and Development of Gateways and Public Open Spaces
(10053) 6,000,000 3,000,000 1,000,000
Greening (20010362) 1,000,000 1,000,000 1,000,000
Implementation - Van Der Kemp's Kloof (20000203) 5,000,000 2,000,000
Programme: Cemetery Development and Upgrading (10054) 2,000,000 2,500,000 3,000,000
Cemeteries - Computerisation (20100101) 1,000,000 1,500,000 1,500,000
Cemeteries (20030421) 1,000,000 1,000,000 1,500,000
Programme: Refuse, Tip Sites, Recycle Stations and Equipment (10055) 2,500,000 3,500,000 7,942,500
Development of Waste Disposal Facilities (20030177) 2,000,000 3,000,000 3,500,000
Rehabilitation of New Brighton Tip Site (20020025) 0 0 2,442,500
Urban Refuse Transfer/Recycling Station (20000106) 0 0 1,500,000
Waste Management Containers (20010391) 500,000 500,000 500,000
Total 15,594,000 12,100,000 16,542,500
Safety & Security (1195)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 1,000,000 1,000,000 3,000,000
Electrical Distribution Upgrade - Sidwell Fire Station (20100055) 477,000
Safety & Security Control Centre Enhancement (20100058) 1,000,000
Early Warning System (20070187) 523,000 1,000,000 2,000,000
Total 1,000,000 1,000,000 3,000,000
Corporate Services (1197)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 8,500,000 5,500,000 8,000,000
Application Software (19980182) 5,500,000 5,500,000 5,500,000
Computer Enhancements - Corporate (19930187) 3,000,000 0 0
Reconstruction of Employee Personal Files (New) 0 0 2,500,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 22,000,000 0 4,600,000
Voice Over Internet Protocol - Hardware (20060153) 2,000,000 0 0
Brister House - Upgrading and Rehabilitation (20060149) 15,000,000 0 0
85
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
New Community Halls (20100004) 4,000,000 0 0
Office Renovation (20050222) 0 0 500,000
Rehabilitation of Pleinhuis (20080041) 0 0 2,000,000
KwaNobuhle Municipal Aerodome - Upgrade of Perimeter Fencing (20100077) 1,600,000
Eric Tindale Building - Upgrade and Rehabilitation (20070196) 1,000,000
Upgrading of Walmer Training Centre (20080098) 500,000
Programme: Upgrade of Facilities (ADMIN) 0 0 500,000
Air Conditioning of buildings (20060065) 0 0 500,000
Total 30,500,000 5,500,000 13,100,000
Budget & Treasury (1198)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Buildings, Depots Upgrading & Additions (10009) 7,500,000 0 0
Upgrading of ETB Customer Care Centre (20090022) 7,000,000 0 0
Relocation of B & T Staff to ETB Building (20060254) 500,000
Programme: Management Systems (10024) 29,965,000 56,761,000 8,500,000
Financial Accounting Control and Systems Development (20043111) 7,000,000 7,500,000 8,000,000
New Billing System (20060228) 22,465,000 48,761,000 0
Replacement of Revenue Sub Directorate Computer Equipment (20050130) 500,000 500,000 500,000
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 3,000,000 3,000,000 3,000,000
Financial Asset Management Integration Development (20080162) 3,000,000 3,000,000 3,000,000
Programme: General Valuation (10042) 18,000,000 6,000,000 1,000,000
General Valuation (20043146) 18,000,000 6,000,000 1,000,000
Total 58,465,000 65,761,000 12,500,000
Chief Operating Officer (1656)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 12,000,000 10,000,000 10,000,000
Development of Corporate GIS Application (20080063) 12,000,000 10,000,000 10,000,000
Total 12,000,000 10,000,000 10,000,000
Special Projects and Programmes (1666)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Greening and Development of Gateways and Public Open Spaces
(10053) 14,200,000 3,910,000 0
Nodal and Precinct Development (Helenvale) (20090055) 14,200,000 3,910,000
Programme: Upgrade/New Libraries (RECRE) 15,000,000 0 0
Upgrading Helenvale Resource Centre - Multipurpose Centre (20090015) 15,000,000
Total 29,200,000 3,910,000 0
86
Motherwell Urban Renewal Programme (1474)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Buildings, Depots Upgrading & Additions (10009) 9,075,000 10,000,000 0
SMME Hive (20080126) 9,075,000 10,000,000
Programme: Motherwell Urban Renewal (10035) 10,000,000 0 0
Open Space Development - Play Park & Playground Equipment (20100003) 10,000,000
19,075,000 10,000,000 0
Economic Development , Tourism & Agriculture (1196)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Urban Renewal (10076) 20,000,000 20,000,000 0
Fountain Road Redevelopment (20080163) 20,000,000 20,000,000 0
Total 20,000,000 20,000,000 0
Recreational & Cultural Services (1194)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: 2010 World Cup Work Packages (10034) 0 3,000,000 1,000,000
Upgrade Wolfson Stadium Phase 3 (19970037) 3,000,000
Maintain/Rehabilitate Sports Facility Infrastructure - PE (20000149) 0 0 1,000,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 6,500,000 4,000,000 1,500,000
Multi-Purpose Sports Facilities (20080101) 1,500,000 0 0
Upgrade Metro Libraries (Upgrade Libraries) (20010179) 0 0 1,000,000
Convert Mendi Bottle Store (20100104) 5,000,000 4,000,000 0
Secure Recreational Buildings / Facilities (20030427) 0 0 500,000
Programme: Upgrading and Development of Sport and Recreation Facilities
(10058) 2,500,000 0 4,000,000
Multi-Purpose Recreational Facilities (20080100) 1,500,000 0 0
Upgrade Existing Sports Facilities (19980285) 0 0 1,000,000
NU 2 Stadium, Motherwell (20030261) 1,000,000
Disabled facilities for Recreation and Cultural Services (20010082) 0 0 500,000
Upgrade Beaches, Tourism - 2 (20030795) 0 0 500,000
Upgrade Sport Stadia (20010074) 0 0 1,000,000
Upgrade Picnic/Camping Facilities Beachfront (20030400) 0 0 500,000
New and Upgrade Surf Lifesaving Facilities (20000125) 0 0 500,000
Programme: Upgrade and Development of Swimming Pools (10059) 0 0 1,000,000
Rehabilitate and Upgrading of Swimming Pools Structures (20000160) 0 0 1,000,000
Programme: Upgrade and Development of Heritage Sites and Cultural Centre
(10060) 0 0 1,000,000
Heritage Sites (20070166) 0 0 1,000,000
Total 9,000,000 7,000,000 8,500,000
Total 1,435,007,000 1,302,168,900 1,607,232,500
4.3 SECTOR DEPARTMENTS’ PLANS
To be inserted once received from Province.
87
CHAPTER FIVE
FIVE-YEAR IDP IMPLEMENTATION FRAMEWORK
In the section on community needs (as reflected in Chapter One), the
situational analysis of Nelson Mandela Bay (as reflected in Chapter Two) as
well as in the Executive Mayor’s Foreword, some of the developmental
challenges facing the Municipality were highlighted. Chapter Three presented
the spatial development framework of Nelson Mandela Bay as a tool to
achieve structured investment and sustainable growth and development. This
chapter presents the five-year IDP implementation framework, in line with the
following key performance areas:
(a) Service delivery and infrastructure development
(b) Municipal transformation and organisational development
(c) Local economic development
(d) Financial sustainability and viability
(e) Good governance and public participation
5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
A key prerequisite for all municipal development in Nelson Mandela Bay is
sustainability and integration. This is particularly vital in respect of service
delivery and infrastructure development, as the legacy of past discriminatory
practices followed in the provision of services and infrastructure is still evident
in many of our communities. Central to this is the establishment of
sustainable and integrated human settlements in which communities have
access to basic services like water, sanitation, electricity and refuse removal,
but also enjoy a full basket of other services, such as access to community
amenities and facilities (e.g. educational, entertainment, cultural, health,
sports and welfare services). The need to improve and accelerate access to
well located and strategic land parcels within Nelson Mandela Bay for the
achievement of sustainable and integrated human settlements cannot be
over-emphasised.
88
Other key areas of attention include:
(a) Transportation
(b) Infrastructure development and maintenance
(c) Access to health care and environmental services, as well as the safety
and security of communities
5.1.1 Build united, sustainable, integrated human settlements
The Municipality has moved its focus from simply providing shelter to
establishing integrated, sustainable human settlements and providing quality
housing. Central to the provision of integrated and sustainable human
settlements are the following Outcome 8 outputs:
• Output 1 – Upgrading of informal settlements
• Output 2 – Improving access to basic services
• Output 3 – Facilitating the provision of Gap Market Units
• Output 4 – Mobilising well located public land for low-
income and affordable housing
In the establishment of integrated human settlements, the Municipality will
focus on the following supporting objectives:
(a) Elimination of the housing delivery backlog of 87 000 units (49 000
backyard shacks and 39 000 informal settlements) through the provision
of quality housing and the structured upgrading of informal settlements
by 2016.
(b) Addressing the fragmented spatial patterns of the past by:
b1. Revising the spatial development framework annually
b2. Prioritising social housing
b3. Acquiring strategic land
89
(c) Upgrading 52 informal settlements and 17 Greenfield developments by
2016.
(d) Relocating 1200 communities, by end of June 2012, living in stressed
areas (such as flood-plain areas, tip-sites, and power line areas) in terms
of the relocation plan, which is an integral part of the Upgrading of
Informal Settlements Programme.
(e) Responding to emergency situations and rectifying defective housing
units through the rectification programme.
(f) Meeting requirements for Level 3 accreditation as a housing developer
(setting up systems and procedures in terms of accreditation framework
and implementation plan by 2014.
(g) Creating conducive conditions and opportunities by means of securing
suitable land for the implementation of social housing and forging
partnerships with social housing institutions as partners (Social Housing
Cooperative (SOHCO), Amalinda and Own Haven) as well as Imizi,
which is anticipated to become a social housing partner in the near
future.
(h) Creating conducive conditions and opportunities by means of securing
suitable land for the implementation of affordable gap housing
opportunities in appropriate and strategic locations.
In pursuing the above supporting objectives, the following five-year
performance plan was introduced to achieve integrated and sustainable
human settlements.
90
FIVE-YEAR PERFORMANCE PLAN
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Number of quality low-cost
housing opportunities
provided (depending on
funding approval by
Provincial Department of
Human Settlements
(PDoHS)
7 900
Number of beneficiaries/
communities educated in
housing consumer
education through
community workshops
4 600
Build united, sustainable,
integrated human
settlements
To eliminate the
housing delivery
backlog
Implementation of a 7-year
Integrated Human
Settlements Programme
Number of erven provided
with permanent services
7 900
91
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Upgrading of informal
settlements
1 new area
(greenfield)
Development of new
destination areas
(greenfields)
Number of new destination
area and in situ informal
areas developed, upgraded
and provided with
rudimentary services
6 in situ development
areas
Number of additional land
parcels identified (by
means of Council
resolution) for social
housing development
4
Build united, sustainable,
integrated human
settlements (continued)
To upgrade 52
informal
settlements
(in situ)
development
and 17
greenfields
developments
by 2016
Identification, preparation
and provision of land for
rental and affordable housing
Number of social/rental
housing units provided,
depending on funding
approval from Restructuring
Grant and PDoHS
300
92
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Development and
implementation of a social,
rental and affordable
housing strategy to
complement the Housing
Sector Plan of the
Municipality
By June 2012
Number of existing hostels
in Nelson Mandela Bay to
be upgraded
1
Facilitation of implementation
of the Relocations
Programme
Number of households to
be relocated from stressed
informal settlements and
other servitudes
1 200
Build united, sustainable,
integrated human
settlements (continued)
To repair all
‘wet and
defective’
houses
Implementation of the
Housing Rectification
Programme
Number of houses repaired 6 325
93
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Build united, sustainable,
integrated human
settlements (continued)
Facilitation of accreditation of
NMBM to Level 3
Fully performing all Level 2
accreditation functions
By June 2012
Review of Spatial
Development Framework
Annually by June
Approval of the following
LSDFs:
Western suburbs By September 2011
Uitenhage and Despatch
LSDF
By December 2011
Soweto-on Sea (Veeplaas)
LSDF
By December 2011
Walmer LSDF By December 2011
Newton Park LSDF By December 2011
Happy Valley and Environs By September 2011
Spatial development
planning
To address the
fragmented
spatial patterns
of the past by
revising the
development
framework
Development and
implementation of a Spatial
Development Framework
Inner-city area
By December 2011
94
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Land use management To ensure the
optimal and
integrated
usage of land in
Nelson Mandela
Bay
Development and
implementation of an
integrated Land Use
Management System
Existence of a single
zoning scheme legally
verified for submission to
Provincial Authorities to
promulgate
By June 2012
Peri-urban development
(rural development)
To provide
support for rural
communities in
basic service
delivery,
infrastructure
development
and socio-
economic
development
Rural development Existence of an integrated
peri-urban (rural)
development plan
By July 2011
95
5.1.2 Provision of Basic Services
Improving service delivery through the provision of basic services is an integral
part of the Municipality’s mandate. The Municipality is acutely aware of the many
service delivery challenges confronting it, and has developed a number of plans
to address these challenges. These plans will be implemented, as reflected
in this IDP.
5.1.2.1 Water services
With the publication of the Water Services Act (Act 108 of 1997), all South
African water services authorities were required to prepare a Water Services
Development Plan (WSDP). The WSDP is a business plan setting out the way in
which a specific Water Services Authority delivers water services to individuals
and businesses in its area of jurisdiction. It also describes the current and future
consumer profile, the types of services that are provided, the infrastructure
requirements, the water balance, organisational and financial arrangements to be
used, an assessment of the viability of the approach, and an overview of
environmental issues. Based on these analyses, important issues that may
impact on the provision of effective and sustainable water and sanitation services
need to be identified and strategies need to be formulated to improve service
provision.
The Municipality’s revised WSDP (2006), which is applicable over a five-year
period, recommends new capital projects for its Capital Budget. A longer-term
analysis and the integration of future water demand and infrastructure are,
however, necessary. In order to address the latter, a Water Master Plan
(WMP) was approved by Council in October 2007. The Water Master Plan is
currently under revision and due for completion by December 2011 and will be
informed by the SDF, the recent drought and the DWA Algoa Reconciliation Study
completed in 2010.
The WMP is a plan that identifies the gaps in the provision of water to meet the
needs set out in the WSDP. The WMP is a longer-term plan that covers the
period up to 2020, far extending beyond the five-year period covered by the
WSDP, so as to meet the long-term water requirements of Nelson Mandela Bay.
96
5.1.2.1.1 Key strategic goals
In addition to the Water Services Act, the Municipality’s WSDP is informed by the
National Strategic Framework for Water Services (September 2003), which is a
critical policy document that sets out the future national approach to the provision
of water services. Key focus areas of the Water Services Delivery Plan include
the following:
(a) Provision of a sustainable water supply.
(b) Development of a comprehensive Water Management Strategy.
(c) Transformation of the Municipality into a world-class water service
provider.
(d) Financial accountability and sustainability.
(e) Establishment of a comprehensive Customer Care and Management
Strategy.
(f) Ensuring quality (regular testing of water to ensure that it meets the
required standard), sustainable and affordable services to all.
5.1.2.1.2 Critical challenges
(a) Provision of basic water to all.
(b) High non-revenue water (unaccounted for water).
(c) Timeous provision of infrastructure to meet developmental growth needs.
(d) Maintenance of infrastructure to ensure continued operation.
(e) Limited financial and human resources.
(f) Acute drought and the huge financial need to successfully implement
mitigating projects.
The strategies to address these challenges are presented below.
97
5.1.2.1.3 Strategies to address challenges
(a) Detailed planning and financial provision for infrastructure capacity
upgrade, as approved in the 2006 WMP, which will increase the treatment
and transfer capacities of the bulk supply system from the “restricted”
yield of 250 Ml/day supplied from all sources to the “unrestricted” yield of
some 278 Ml/day.
(b) The Municipality is prioritising the implementation of a Water Demand
Management Programme.
(c) Increase the water resources capacity to relieve the acute drought of
the NMBM by considering the following:
Maximisation of supply from the existing Nooitgedacht Scheme
and acceleration of the implementation of the new Nooitgedacht
Low Level Scheme
Desalination of sea water: Swartkops
Groundwater Scheme
Water Conservation and Water Demand Management:
Schools Water Loss Programme
Low Income Housing Water Loss Programme
Water loss detection
(d) The utilisation of return effluent to treat and supply water from the
Fishwater Flats Wastewater Treatment Works to Coega IDZ.
(e) The conclusion of the Bulk Water Supply Agreement between the
NMBMM and the Department of Water Affairs (DWA) to increase water
allocation from the Gariep Dam Transfer Scheme.
(f) Implementation of the Water and Sanitation Service Development Levy
Policy for new developments.
98
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF WATER
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/
Projects
Key Performance
Indicators
2011/12 Target
% households provided
with access to a basic
potable water supply within
a 200 m radius
100%
Implementation of
Water Service
Development Plan
Number of new households
provided with water
connections
7900 (in line with
Housing Programme
and availability of
budget)
Provision of bulk water
infrastructure and
services
Number of new settlements
provided with bulk water
infrastructure
7900 (in line with
Housing Programme
and availability of
budget)
Provision of water
To sustain the
provision of water to
all
% compliance with the
drinking water standards in
line with SANS (South
African National Standards
241)
100%
99
PROVISION OF WATER
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Contribution of completed
Bulk water schemes in
mega liters:
Nooitgedacht Scheme
50% completion of
Nooitgedacht by June
2012
Provision of water
(continued)
To reduce non-
revenue water
Demand Management
Programme
% reduction in non-revenue
water (unaccounted for
water)
5%
100
5.1.2.2 Provision of sanitation
Access to sanitation is a vital prerequisite for restoring the dignity of local
communities. In addition to the provision of water, sanitation is therefore a key
focus area of the Municipality. Currently, 22 500 buckets are provided and
serviced twice a week to informal households that do not have access to a basic
level of sanitation. All formal settlements are provided with waterborne sanitation.
A Draft Sanitation Master Plan has been developed to meet the long-term needs
of Nelson Mandela Bay. The Plan will be submitted to Council Committees
during the 2010/11 financial year. The Plan covers the current sanitation status
and future requirements in terms of anticipated growth.
5.1.2.2.1 Key strategic goals and challenges
In addition to the Water Services Act, the Municipality’s WSDP is informed by the
National Strategic Framework for Water Services (September 2003), which
identifies the sanitation needs. The Sanitation Master Plan is informed by the
WSDP. Key supporting objectives of the Sanitation Master Plan include the
following:
(a) Provision of basic sanitation by 2014.
(b) Transformation of the Municipality into a world-class sanitation service
provider.
(c) Financial accountability and sustainability.
(d) Establishment of a comprehensive Customer Care and Management
Strategy.
(e) Ensuring quality (regular testing of treated wastewater to ensure that it
meets the required standard), sustainable and affordable services to all.
101
5.1.2.2.2 Critical challenges
(a) Meeting the national target for the provision of basic sanitation services to
all by 2014.
(b) Implementing the recommendations of the Sanitation Master Plan (SMP).
(c) Accelerating the eradication of basic service backlogs.
(d) Timeous provision of infrastructure to meet developmental growth needs.
(e) Maintenance of infrastructure to ensure continued operation.
(f) Limited financial and human resources.
The strategies to address these challenges are presented below.
5.1.2.2.3 Strategies to address challenges
(a) Detailed planning and financial provision for infrastructure (pipelines,
pump stations and wastewater treatment) capacity upgrade to support
the SMP.
(b) Aligning the provision of basic sanitation with meeting the Housing Target
in 2014.
(c) Implementation of the Water and Sanitation Service Development Levy
Policy for new developments.
In pursuing the above supporting objectives, the following five-year performance
plan was introduced to achieve the provision of portable water and sanitation to
all.
102
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF SANITATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12Target
% households with
access to basic sanitation
(formal and informal)
92%
Number of new
households provided with
sanitation (in line with
Housing Programme and
availability of budget)
7 900
Provision of
sanitation
To provide basic
sanitation to all by
2014
Implementation of Water
Service Development Plan
Number of new
settlements provided
with bulk sanitation
infrastructure
2 (Missionvale and
Rosedale)
103
5.1.2.3 Comprehensive Integrated Transport Plan (CITP)
The Nelson Mandela Bay Municipality (NMBM) is required, in terms of Section 36(1) of
the National Land Transport Act, 2009 (Act No. 5 of 2009), to prepare a Comprehensive
Integrated Transport Plan (CITP) every five years. The CITP must be updated annually.
The CITP for 2011/12 has been prepared in terms of the minimum requirements of the
Department of Transport and has been approved by the Nelson Mandela Bay
Municipality for submission to the MEC of Transport in the Province of the Eastern
Cape. The CITP covers the period from July 2011 to June 2012 and provides an
overview of the current transport situation, identified transport needs and the strategies
required to address these needs. The CITP also addresses the requirements of the
National Land Transport Act.
The objectives of the NMBM CITP encompasses national, provincial and local policy
frameworks and is set out as follows:
To manage and provide efficient, safe, affordable, sustainable and
accessible multi-modal transport services and infrastructure which
promotes integrated land use development and ensures optimal
mobility for the residents and users of the transport system in the
metropolitan area.
The objectives of the NMBM CITP have been developed from the provincial transport
objectives and grouped together under the four generic goals for urban transport,
namely:
• Mobility
• Convenience
• Reasonable cost
• Minimum side effects
104
5.1.2.3.1 Transport Register
The Transport Register contained in the CITP update is a summary of key statistics
relevant to the transport system. Further details are contained in the chapter on the
“Public Transport Operational Strategy” below.
5.1.2.3.2 Public Transport Operations
Buses and minibus taxis are the predominant modes of public transport in the NMBM
area. There is a commuter rail service between Port Elizabeth and Uitenhage, which is
currently underutilised. The passenger trips obtained from the counts show that about
56% of commuters use private transport, 42% travel by public transport modes
(excluding train services), and only 2% walk. There has been an increase in the use of
public transport since 2004, the use of private cars is rising, and walking as a mode of
transport has decreased. The public transport trips (561 331 per day) are split between
the modes, with taxis carrying 66% and buses carrying 34% of passengers.
The NMBM has commenced with the implementation of an Integrated Public Transport
System (IPTS), for which 23 new articulated buses have been purchased. A commuter
rail service is operational between Uitenhage and Port Elizabeth. However, this service
needs to be rendered more accessible by expanding it to other key destinations and
economic hubs. As part of the Public Transport Plan, emphasis is also placed on
providing transport infrastructure to enhance access for people with disabilities. This
includes the following:
• Adoption of SABS 0400 of the National Building Regulations into the Town
Planning Scheme.
• Construction of special ramps at intersections and pedestrian crossings for
wheelchairs with special surface texture to warn blind people, such as along
Govan Mbeki Avenue and at Shark Rock on Marine Drive.
105
• The experimental installation of traffic signals with sound to inform blind people.
• The construction of platforms at IPTS stations at the same level as the floor of
the new articulated buses, to improve accessibility and safety.
5.1.2.3.3 Non-motorised Transport
The primary non-motorised transport (NMT) modes in the NMBM are walking and
cycling, which were previously not very well catered for. A Pedestrian and Cycle Path
Master Plan has been prepared, which includes projects for the provision of sidewalks
and cycle ways throughout the metropolitan area in support of non-motorised transport.
These projects also assist in achieving the goals of travel demand management (a
reduction in car usage by encouraging people to cycle or walk). Funding for the
implementation of the Master Plan was sourced from the Municipal Infrastructure Grant.
To date, 139 km of NMT infrastructure facilities have been constructed.
5.1.2.3.4 Roads and Traffic
The primary road system in Nelson Mandela Bay comprises the following road
categories:
No. ROAD CATEGORY LENGTH (KM)
1 National Roads 158,4
2 Provincial Surfaced Roads 450,9
3 Provincial Unsurfaced Roads 272.6
4
* Provincial Urban Main Roads and Roads of Metropolitan
Significance (main public transport routes)
482,6
5 NMBM Minor Roads (surfaced) 2 353.2
6 NMBM Minor Roads (unsurfaced) 461.2
TOTAL LENGTH 4 179.9
• Provincial Roads with shared maintenance responsibility between the Province and the
NMBM, with a 60:40 split.
Inter-city traffic is accommodated on the National Route N2, which bisects the municipal
area.
106
The main road system is generally in a fair condition and provides good mobility for
commuter and commercial traffic to all parts of the city. The level of service provided by
the primary road system is generally good, with only some 15 to 25 km of roads being
congested in the peak hour. The minor road network requires some upgrading;
however, a good level of service is generally provided. An analysis of the level of
service provided by the metropolitan roads during the peak hour traffic situation shows
that the volume to capacity ratio exceeds 0.9 on a few roads only, which is regarded as
a critical situation resulting in unacceptable traffic congestion and delays during the
peak period.
The NMBM transport demand computer model was developed in 2004 and updated in
2010/11. The model is used to predict future travel demand, to develop a suitable
transport network in the NMBM area, to assess the impact of land use development on
the proposed network, and to plan a future integrated public transport system for the
NMBM.
5.1.2.3.5 Freight Transport
An updated plan (map) of abnormal load routes on which there are no height restrictions
is included in the CITP. Further studies of lateral and overhead clearances, structural
strengths of pavements and bridges and special or temporary measures required in
relation to very large abnormal loads arriving at the harbour with inland destinations
need to be carried out for inclusion in future CITPs.
The NMBM has vested responsibility for the movement of dangerous goods and
therefore needs to ensure that:
• Proper vehicle inspections are carried out prior to registration
• Proper pre-trip registration is carried out
• Vehicles have proper certificates, renewed annually
• Proper and necessary expertise and equipment exist to handle incidents that
may arise from the transportation of dangerous goods
107
5.1.2.3.6 Challenges
Roads and stormwater
(a) Roads and stormwater maintenance, the upgrading and servicing backlog of
approximately R4 billion and the tarring of a roads backlog of R1,5 billion, which
increases annually as new residential areas are established and developed.
(b) Insufficient subsidies from the Provincial Departments of Transport and Roads
and Public Works.
(c) Risk of flooding and community health and safety hazards due to poor
stormwater infrastructure (estimated stormwater infrastructure backlog is
R350 million).
Integrated Public Transport System
(a) Shortage of funding to implement the Integrated Transport System.
(b) Resistance among the local public transport operators to participate in the
planning and implementation of IPTS.
Growth and Development
Meeting the growth needs of the NMBM.
5.1.2.3.7 Public Transport Operational Strategy
In 2004, the Nelson Mandela Bay Municipality (NMBM) started a process of preparing a
Public Transport Plan (PTP) as a component of an Integrated Transport Plan (CITP) for
its area of jurisdiction, as required by national legislation. The PTP reviewed the status
of bus, taxi and train services in the NMBM and analysed future scenarios. The Plan
108
determined a Long-term Strategy for the public transport system, a Short-term
Implementation Plan, and a Funding Plan. The Long-term Strategy is based on the
NMBM’s 2020 vision, taking into account national and provincial transport policies.
The strategies for developing the Public Transport System within the NMBM are based
on a number of important principles. These principles encapsulate many of the
intentions laid out in the NLTA for public transport in the long term. These principles
provide for:
• Customer oriented transport system
• Integrated transport system
• Densification of transport corridors
• Contracts for public transport services operation
• Phased introduction in co-operation with the industry
• Regulatory framework supporting public transport
The Public Transport Plan and the Public Transport Operational form an integral part of
the Comprehensive Integrated Transport Plan. The main elements of these Plans are
summarised in the following sections:
5.1.2.3.8 Public Transport Strategic Plan
The long-term development proposal for the public transport system is based on the
results from an analysis of several possible scenarios. It is proposed to develop a trunk
bus network in defined public transport corridors. Certain of these routes will have
dedicated median bus lanes and will be operated on Integrated Public Transport
System (IPTS) principles with modern, articulated buses. These will cater for people
with special needs, such as persons in wheelchairs, and the system will aid general
mobility by incorporating the concept of universal accessibility. The trunk routes will be
supplemented by express, main, feeder and special services, with an extensive network
109
operated by normal buses, minibuses and midi-buses. It is also intended that a number
of these vehicles will be adapted to provide facilities for special needs passengers.
An expanded railway system will not attract enough passengers in the next ten years to
justify the large investments required. The existing commuter rail service between
Uitenhage and Port Elizabeth will be retained and supported by feeder services at
Uitenhage, De Mist, Despatch, Swartkops and New Brighton stations.
(a) Public Transport Implementation Plan
An integrated and modern public transport system throughout the NMBM area will be
implemented in stages. The implementation will be dependent on the reform of the
current public transport system as well as funding for investment in public transport
infrastructure and subsidies for the operation of the system.
The NMBM has purchased 24 new articulated buses that will be deployed in the first
phase of the project. The buses have low floors, with doors on both sides. This will
enable the buses to stop at central platforms in the median public transport lanes as
well as at the kerbside on sections of the trunk routes that are too narrow for median
lane construction.
The implementation planning for a scheduled public transport service is currently being
undertaken in consultation with all stakeholders.
(b) Integrated Network Design
The Integrated Public Transport System (IPTS) comprises express bus lines and other
main bus lines, supported by local feeder (community) services.
The IPTS-routes along the “extended Khulani Corridor” form the backbone of the
system. This system of IPTS routes runs predominantly through previously
110
disadvantaged areas, connecting Motherwell, KwaMagxaki and Cleary Park with
Korsten, Greenacres and the Inner City CBD. Three principal routes are identified for
the first phase of implementation, namely:
• Motherwell – Njoli – Korsten – Greenacres
• Kwamagxaki – Njoli – CBD
• Cleary Park – Korsten – CBD
Sections of these routes have been constructed along Govan Mbeki Avenue, Harrower
Road and Kempston Road. This initial part of the ultimate network is well located to
serve the new Nelson Mandela Bay Stadium, located within the triangle of roads
forming the Inner City IPTS. The following categories of routes are planned:
• Express bus routes: In addition to the IPTS routes, express bus services will be
provided to reduce travel time, where needed.
• Main bus lines: Main bus lines are defined to provide direct services between
important destinations not covered by either the IPTS or express bus systems.
• Local feeders: Local feeder services will operate in the suburbs providing access
to the trunk bus system, but also allow people to travel locally within the area.
• Other services: Some of the travel demand may be catered for by providing
special services in the morning and afternoon peaks to schools or employment
areas. These kinds of services will be elaborated on in the detailed operational
design that is currently being undertaken.
(c) Contract Design
Through the implementation of the Public Transport Plan, the NMBM intends to
transform, formalise and integrate the current inadequate public transport system into
an efficient, reliable and safe public transport system. It was decided that only
contracted operators will be able to participate in this initial contract period of the new
111
Public Transport system and benefit from subsidies and the improved infrastructure
provided.
In order to do this, the NMBM will implement an integrated public transport system in
co-operation with current operators, i.e. Algoa Bus Company, PEPBOA and Minibus
Taxi Operators.
(a) Establishment of a Transport Authority
The National Land Transport Act (Act No 5 of 2009) (NLTA) makes provision for a
municipality, as a planning authority, to establish an organisational structure to
administer, plan, manage and monitor the public transport system.
An investigation into the establishment of such a “transport authority” for the NMBM was
commenced in 2008 and a report was presented to the Metropolitan Transport Advisory
Board on 30 June 2008. Following further consultation and deliberations by the
Transport Authority Working Group, two options were put forward. There then followed
a meeting with the Municipal Manager, who advised that Section 78 (1) of the Municipal
Systems Act, (2000), should be followed before a decision could be made on an
appropriate internal or external mechanism.
The NLTA further provides for the establishment of an Intermodal Planning Committee
to co-ordinate public transport between modes and a Land Transport Advisory Board to
advise the Municipality on land transport matters.
The required Section 78 assessment has commenced. To date, a status quo report has
been completed, as well as a report on the reorganisation of the internal structure of the
Infrastructure and Engineering Directorate of the Municipality to enable it to rationalise
and streamline its functions in view of critical staff shortages and the functions that it
must perform in the interim. The Section 78 assessment will be submitted to the
112
Municipality for consideration and discussion. Consultations with organised labour will
also be required.
(b) Establishment of a Transit Administration Agency (TAA)
A Transit Administration Agency, similar to “TransMilenio” in Bogotá, Colombia, will be
established. This agency will be responsible for administering and promoting the public
transport system in NMBM. The TAA is considered to be a component of the functions
to be undertaken by a Planning Authority and its establishment is dependent on the
outcome of the Section 78 assessment that is currently being undertaken.
5.1.2.3.9 Commuter Rail
(a) National Commuter Rail Plan
In 2006, the PRASA prepared a Regional Rail Plan for the NMBM. The following
principles for the role of rail were established, based on the national, provincial and local
policy framework:
• Spatial development support: Existing rail corridors are to be supported by
densified spatial development along the corridors. Rail Network Operational
Support: Trunk bus services are proposed to be the backbone of the NMBM
public transport system. As such, the existing rail network will mainly draw
patronage from areas within a walkable distance from stations, with some lower
capacity vehicles feeding into this system.
• Operational network efficiency: Rail network proposals should be considered in
terms of the possibility of their improving the existing rail network and public
transport network efficiency.
• Financial considerations: The existing rail system should be retained and
improved operationally only until the future of this service is established. All new
113
high capacity services, however, will be trunk bus services, until a business case
can be made for the introduction of additional rail services.
At present, there is one rail corridor in Nelson Mandela Bay, namely the existing
commuter rail service between Port Elizabeth and Uitenhage. Various future rail
corridors have been identified in consultation with the NMBM as well as Metrorail.
These future corridors are:
• Port Elizabeth – Uitenhage (re-aligned between New Brighton and Despatch)
• Motherwell loop
• Coega loop
• Motherwell to Uitenhage connection
• Stanford Road corridor.
(b) Provincial Commuter Rail Plan
The Provincial Commuter Rail Plan focuses on an effective strategy for commuter rail,
which includes the following elements in order to provide an optimal result:
• The type of service and related ticket cost in the short, medium and long term.
• The types and extent of stations and related activities.
• The management of land use and development planning to develop population
densities that are adequate to sustain the service. The development,
management and operation of the feeder services.
• How services will be controlled, managed, procured and operated.
The vision and strategy will require that several issues be clarified to provide consistent
direction and a framework. These will have to transcend the many institutional
boundaries that exist at present.
114
A possible vision for the services is to have rapid services at maximum 10 minute
intervals, from 05h00 to midnight. The extent of the services should be carefully
evaluated and linked into road-based initiatives, such as IPTS services.
b) Local Rail Plan
The narrow-gauge railway from Port Elizabeth to Avontuur was constructed to serve the
Langkloof, a fertile farming area located to the west of Port Elizabeth. Although
threatened with closure, various options have been investigated in an effort to sustain
the railway, including possible concession. Local businesses and other concerned role-
players intervened and the Port Elizabeth Apple Express (PEAE) was registered in
March 2003 as a non-profit Section 21 company to take over the operation of the Apple
Express Tourist Train, in compliance with Spoornet’s safety standards.
The Port Elizabeth – Avontuur Railway was the only narrow-gauge line in South Africa
that operated on a commercial basis as a freight railway. In its heyday, up to 20 trains a
day hauled export fruit from the Langkloof to the pre-cooling sheds at the Port Elizabeth
Harbour during the fruit season.
The Apple Express and the narrow-gauge railway have been closed due to inadequate
funding. There is general consensus that the railway is an important national heritage
and that efforts should be reintroduced to retain it as a viable tourist attraction.
Suggestions have been made that political intervention is required to find a sustainable
solution.
Operations of the Apple Express consisted mainly of weekend day-trips from Port
Elizabeth to Thornhill and back. Shorter trips to Chelsea Junction, mostly for school
groups, were also offered. Longer trips into the Langkloof and along the Patensie
branch line were limited to special steam safaris. The frequency of such excursions is
more or less one trip per annum. Nelson Mandela Bay Tourism assists the PEAE in
marketing excursions and with passenger bookings and ticket sales.
115
Passenger numbers varied from approximately 700 in 2002 to 7 700 in 2006, with 30%
being children.
A recent study carried out by the Mandela Bay Development Agency has indicated that
there is potential for the improved utilisation of the Narrow-gauge Railway for freight,
tourist and commuter services, provided that funds are available for the upgrading of the
rolling stock and infrastructure. An operational subsidy will be necessary to attract
interest from the private sector to operate and maintain the railway line. The Eastern
Cape Provincial Government has prioritised rail transport in the Province and has in the
past expressed an interest in the development and possibly the provision of funding for
the Narrow gauge railway.
5.1.2.3.10 Transport Infrastructure Strategy
The 2011/12 Comprehensive Integrated Transport Plan includes a needs analysis
based on the modelling of the interaction between land use and transport demand for
existing and future situations and consultation with stakeholders as to their perceptions
of transport problems and needs.
A number of key road network issues arising from the land development process were
identified and analysed. Information on road condition was obtained from the Road
Management System and used to prepare a road rehabilitation and maintenance
strategy.
A Public Transport Plan (PTP) has now been finalised. The implementation of the PTP
requires the implementation of the following infrastructure:
• Dedicated public transport lanes
• Public transport stations
• Modal interchanges
116
• Non-motorised facilities
• Upgrading of public transport routes
• Signage and traffic control systems
The proposed amendments to the long-term road network, road rehabilitation and
maintenance and the provision of public transport infrastructure will now be discussed.
(a) Long-term Transport Network
This review of the Long-term Transport Network (LTTN) for the NMBM has been carried
out in conjunction with the preparation of the Comprehensive Integrated Transport Plan
and addresses network issues resulting from spatial development proposals, land use
changes and road capacity requirements. The network also includes the proposed long-
term rail network that is indicated in the National Rail Plan.
A Strategic Environmental Assessment (SEA) of the Draft Spatial Development
Framework (SDF) for Nelson Mandela Bay was completed in 2008. The SEA included
an assessment of the impact that roads proposed in the short and medium term, as part
of the CITP, would have on biodiversity habitat (vegetation types), ecological processes,
and Species of Special Concern (SSC) at a strategic level in Nelson Mandela Bay.
Amendments have subsequently been made to the LTTN for Nelson Mandela Bay, both
in terms of changes to the alignment of proposed routes, as well as the inclusion of new
proposed routes.
The report includes a strategic-level evaluation of potential fatal flaws associated with
the LTTN from a biodiversity perspective, and recommendations to mitigate the impacts
of proposed routes to acceptable levels, where possible.
117
(b) Roads required for Additional Traffic Capacity
The evaluation of alternative networks to provide cost effective solutions to the traffic
congestion problems identified in the modelling process has been carried out in
conjunction with the preparation of the Comprehensive Integrated Transport Plan for the
short- to medium-term (5 to 10 years) and 2021 to 2031 (20 to 30 years) land use
projections. The resulting road network infrastructure requirements have been reviewed
and the requirements have been updated in terms of cost. Projects that have already
been implemented, have been excluded.
(c) Roads requiring Rehabilitation or Maintenance
Several roads in the metropolitan area require major rehabilitation or reconstruction,
because the layerworks have failed. These roads are all of metropolitan significance
and are tabulated.
The SA National Roads Agency (SANRA) funds the maintenance of National Roads.
The Provincial Departments of Roads and Public Works funds the maintenance of
Provincial Trunk Roads, rural Main Roads, District Roads and Minor Roads. The Nelson
Mandela Bay Municipality funds the maintenance of Minor Roads within the urban area.
Provincial Urban Proclaimed Main Roads and Roads of Metropolitan Significance form
the backbone of the major road network in Nelson Mandela Bay. The maintenance of
these roads is carried out by the Nelson Mandela Bay Municipality, with financial
assistance from the Provincial Department of Roads and Public Works in terms of the
Comprehensive Integrated Transport Plan.
In order to effectively plan a long-term strategy for the maintenance of Urban
Proclaimed Main Roads, other roads of metropolitan significance and bridges, a
Pavement Maintenance System (PMS) and a Bridge Management System (BMS) have
been prepared. A major update of the PMS and BMS was recently undertaken with the
118
preparation of an "Integrated Management Query Station” for the metropolitan area.
This project comprises the redefinition of the major road network, the conversion of the
old PMS and BMS data and a visual assessment of the road network. The outcome of
the project is an operational and reliable PMS/BMS that can be used to determine
maintenance priorities. The system outputs comprise an extensive array of reports,
graphs and maps.
The funding requirements to implement the road maintenance programme are shown in
the following table:
NO. DESCRIPTION
TOTALCOST
(R)
1 PEMET H91 MR425 Settler's Freeway Repairs 200,000
2 Sidewalks & Road Markings Maintenance 500,000
3 Resurfacing of Subsidised Roads 10,000,000
4 Matanzima Road 300,000
5 Upgrade Main Road through Swartkops 8,000,000
6
Rehabilitation of Algoa Road, Penford Road, Tyityaba Street,
Lee Samuel Drive, Lindsay Road, Brickfields Road, & Avenue
C & E
25,000,000
7 Improvement of William Moffat Expressway 37,300,000
8 Magennis Street Reconstruction 5,000,000
9 Baird Street Reconstruction (Mitchell to Mel Brooks) 1,000,000
10 Remedial works: Pell Street Interchange 8,000,000
11 Rehabilitation of Bridge Structures 5,000,000
TOTAL (2011/12 financial year) 100,300,000
(d) Public Transport Facilities
The public transport related projects that have been identified as necessary for the
implementation of the proposed new public transport system include the Integrated
119
Public Transport System, feeder systems and supporting systems, e.g. ticketing and
traffic control. The projects are focused primarily on the implementation of the first
phase and the availability of funding from the Public Transport Infrastructure and
Systems Fund.
Additional projects required to implement subsequent phases are in the process of
being identified and costed.
(e) Non-motorised Facilities
The Nelson Mandela Bay Municipality has prepared a comprehensive Sidewalk and
Cycle Track Master Plan. The Master Plan provides for the provision of non-motorised
facilities on all arterial and collector routes throughout the metropolitan area and takes
into account the required accessibility of major land uses, such as shopping centres,
educational institutions and public buildings.
Funding to implement the Master Plan was applied for from the Municipal Infrastructure
Grant (MIG-Cities) Programme. To date, 173 km of non-motorised transport (NMT)
facilities have been implemented up to June 2010 and a further 18 km is planned for
Phase 14 in the 2011/12 financial year. Budgetary provision for the implementation of
the next phase of NMT facilities has been made in the five-year programme.
5.1.2.3.11 Travel (Transport) Demand Management (TDM)
TDM strategies have been formulated in the CITP to give priority to public transport
vehicles, while simultaneously applying constraints to the use of private vehicles. This
will be achieved by providing separated median bus lanes on the busy arterial roads and
by removing car parking along the sides of these arterial roads.
120
5.1.2.3.12 Freight Logistics Strategy
The Comprehensive Integrated Transport Plan includes the following freight transport
proposals:
• Prepare a comprehensive Freight Logistics Strategy for the NMBM.
• Construct screening areas with level hard surfaces at the four identified locations
within NMBM.
• Provide facilities for the readjustment of loads on overloaded vehicles at the
NMBM Traffic Department.
• Audit of abnormal load routes to identify current and potential obstructions.
• Bridges and culverts on abnormal load routes to be inspected and tested in
terms of their load bearing capacity.
• Provide facilities at the NMBM Traffic Department to contain vehicles that
transport hazardous material.
121
FIVE-YEAR PERFORMANCE PLAN
ROADS, STORMWATER AND TRANSPORTATION
Key Performance
Elements
Strategic Objectives
Five-
year Programmes/
Projects
Key Performance Indicators
2011/12 Target
Implementation of the
Comprehensive
Integrated Transport
Plan (CITP)
Update of CITP By January 2012
Implementation of the
following
road infrastructure
development
programmes:
Km of roads to be tarred 38 km (a) Tarring 350 km
of road
Number of culs-de-sac to be
tarred
50
Roads and
Transportation
(c) Tarring of
sidewalks
Km of sidewalks to be tarred
18 km
(d) Resurfacing 685
km of road
Km of roads to be resurfaced 3 km by
September 2011
Roads and
Transportation
To provide reliable,
efficient and
sustainable transport
system in Nelson
Mandela Bay
(d) Construction and
maintenance of
bridges
Number of bridge structures to
be rehabilitated
1 (Pell Street)
Stormwater To improve stormwater
infrastructure and
management across
Nelson Mandela Bay
Stormwater drainage
programme
Km of stormwater drainage to
be installed
4 km
122
Fleet Management Services
The average age of municipal fleet is in excess of ten (10) years. This results in increased vehicle repair and maintenance
costs. On 25 June 2007, the Council approved a budget of R20 million p/a to replace its fleet.
FIVE-YEAR PERFORMANCE PLAN
FLEET MANAGEMENT SERVICES
Key Performance
Elements
Strategic Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Fleet
Management
Services
To provide reliable,
efficient, cost-effective
and sustainable Fleet
Management Service to
the Nelson Mandela Bay
Municipality
Implementation of the 10
Year Fleet Replacement
Project
% availability of municipal
fleet on road per day
85%
123
5.1.2.4 PROVISION OF ELECTRICITY
Since 2008, South Africa experienced a marked reduction in the National
Generation reserve margin. As such, the country is faced with having to save
energy through energy reduction campaigns (Demand Side Management
Renewable Energy and Energy Efficiency). Through this programme, carbon
emission reduction and climate change mitigation have become local priorities.
To this end, the NMBM is committed to becoming a leader in the field of climate
change mitigation, the reduction of harmful greenhouse gases and the
identification and implementation of alternative fuel sources. Renewable energy,
proper energy efficient measures and the successful institutionalisation of climate
change mitigation in all spheres of business form part of this commitment.
In order to ensure a balance to achieve savings while promoting business growth
sustainable development in all sectors, and the concept of job creation,
maintaining a safe, reliable and affordable electricity supply must prevail.
Good governance is a prerequisite for energy regimes that are economically and
environmentally sound and socially responsible. With that in mind, the NMBM’s
Integrated Development Plan includes its commitment towards a socially and
economically stable Integrated Energy Plan.
124
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
4 000 low-cost &
informal houses
Connection of 27 800
erven
Number of new erven
connected to electricity
300 non-electrified
households
To provide electricity
to all households by
2014
Erven on officially
demarcated sites with
electricity
% of all households on
officially surveyed sites
provided with access to
electricity
98%
Implementation of the
following renewable
energy programmes:
(a) Wind turbines
Obtain 25 megawatts of
renewable energy through
wind turbines
By 30 June 2012
Number of solar geysers
installed:
• High-to-middle income
households
5 000
Provision of
adequate and
reliable supply of
electricity and
energy
To introduce
alternative sources
of energy
(b) Solar heating
• Low-income
households
40 000
125
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
(c) Fishwater Flats
methane
generation
Produce 2 Megawatt of
electricity from Biogas
By 30 June 2012
(d) Landfill to gas
Arlington: Produce 2
megawatt of electricity from
landfill gas
Koedoes Kloof: Produce 3
megawatt of electricity from
landfill gas
By 30 June 2012
Implementation of the
following energy efficient
programmes:
(a) Introducing and
installing of energy
efficient lighting in
municipal buildings
Number of municipal buildings
fitted with energy efficient
lighting
3 municipal buildings
(b) Connecting
households with hot
water load control
Number of new households
connected to hot water load
control
5 000
Provision of
adequate and
reliable supply of
electricity and
energy
(continued)
To conserve energy
through the
implementation of
energy efficient
measures
(c) Replacement of
existing streetlights with
energy efficient lighting
Number of existing streetlights
replaced with energy efficient
lighting
30 000
126
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
(d) Installation of
domestic water heat
pumps
Number of offers of water heat
pumps to all NMBM
households
5 000
(e) Installation of
alternative energy
Number of households
benefiting from alternative
sources of energy
5 000
To ensure
sustainable and
effective reduction in
electricity losses
Implementation of
electricity loss reduction
programmes
% electricity losses in line with
NERSA
7%
Number of substations
installed
12 Provision and
maintenance of
substations
Number of substations
inspected
480
To provide and
maintain electricity
infrastructure to meet
electricity demands
Provision of streetlights
and area lighting
Number of streetlights
installed
120
Number of area lighting
installed (highmast & post/top)
360
Provision of
adequate and
reliable supply of
electricity and
energy
To provide and
maintain electricity
infrastructure to meet
electricity demands
Replacement of
damaged/vandalised
consumer distribution
units
Number of consumer
distribution units replaced
80
127
5.1.2.5 PUBLIC HEALTH
The Municipality is mandated to provide quality primary health care and environmental
services to all its inhabitants and occupational health, safety and wellness to its employees.
Environmental services cover functional areas such as environmental management, waste
management, parks and cemeteries, and environmental health.
The Municipality is faced with the following public health challenges:
(a) Non-establishment of a single health authority, with three gazetted sub-district areas.
(b) Environmental challenges and climate change.
(c) Integrated Environmental Services Plan.
(d) Illegal dumping.
(e) Refuse Transfer Stations.
(a) Non-establishment of Single Health Authority with Three Gazetted Sub-district
Areas
A three-year combined (Provincial and Local Government) projected budget and costing
analysis for the adequate provision of primary health care services was completed for the
period 2008/09 to 2011/12 and submitted to the Eastern Cape Department of Health and the
NMBM in April 2009. The Executive Mayor has also established a Task Team to liaise with
provincial counterparts on this issue.
(b) Sector Plan: Integrated Environmental Plan
The purpose of the Integrated Environmental Plan (IEP), which is a Sector Plan of the IDP, is
to enunciate the NMBM’s vision for sustainable development and indicate strategic
interventions to re-orientate the NMBM’s development path in a more sustainable direction.
The IEP is inherently and fundamentally underpinned by a hierarchy of National Environmental
Legislative Frameworks and White Papers, such as the National Environmental Management
Act (1998). The IEP serves as the framework for sustainable development by setting goals and
128
targets that aim at contributing to economic development, while ensuring social and
environmental sustainability.
The IEP is also meant to guide the Municipality with respect to climate change, adaptation and
the mitigation response measures required to meet international and national sustainable
development and Millennium Goals targets.
(c) Integrated Environmental Services Plan
Key strategies have been developed and adopted to address biodiversity loss and
development pressures on ecosystems and natural resources, respond to the growing effect of
climate change, react to waste management issues and challenges, air pollution, greening,
renewable energy, alternative energy, and coastal and water services aspects of NMBM.
These strategies include, inter alia, the development, implementation and review of the
following:
• The State of Environment Report (SoER), which has been completed before September
2011 and is entering is first year.
• The Nelson Mandela Open Space System (NMMOSS), which is under implementation.
Three important drivers of NMMOSS ease of implementation is the Bioregional Plan,
Environmental Management Framework and the Stewardship Program of which all are
currently under implementation.
• The second generation of the Integrated Waste Management Plan (IWMP), which is
being formulated.
• The Coastal Management Plan (CMP), which is being implemented.
• The Water Master Plan (WMP), which is currently being reviewed for implementation.
• Energy efficiency and renewable energy strategies, which are being implemented.
• The Greening Policy, which is currently being formulated.
• The Integrated Air Quality Management Plan (IAQMP), which is currently being
implemented.
129
(d) Illegal dumping
A strategy and implementation plan has been developed to eliminate illegal dumping. The
implementation of the plan will be phased, due to the funds required for implementation.
(e) Refuse Transfer Stations
The construction of a material recovery facility will be investigated to facilitate waste
minimisation efforts. Formal transfer stations will be converted into drop-off/recycling stations
to facilitate recycling initiatives.
5.1.2.5.1 Primary Health Care and HIV and AIDS Mainstreaming
With regard to primary health care, the Municipality is guided by the following Millennium
Development Goals:
• Between 1990 and 2015, to reduce by ? the under-five mortality rate.
• Between 1990 and 2015, to reduce by ¾ the maternal mortality rate.
• To have halted and begun to reverse the spread of HIV and AIDS by 2015.
• To have halted and begun to reverse the incidence of malaria and other major diseases,
such as TB, by 2015.
A priority of the Municipality is to ensure universal access to comprehensive primary health
care services. In this regard, the Municipality considers the proximity of health facilities to
communities, the physical condition of the facilities, the standard of services provided, as well
as the optimal availability of health personnel, as critical in ensuring such access, towards
achieving the Millennium Development Goals.
The Municipality identified the development of an integrated HIV and AIDS Plan as a strategic
developmental objective in order to achieve the indicators set by the National Strategic Plan
(2007-2011). To address the pandemic, key priority areas have been identified on the National
Strategic Plan (2007-2011). This Plan will guide the Municipality in mainstreaming HIV and
AIDS.
130
Key priorities of the Plan:
• Prevention of new HIV and TB infections by 50%.
• Treatment, care and support to alleviate and mitigate impact.
• Research, monitoring and surveillance.
• Human rights and access to justice.
• Broadening access to basic services.
The Department of Cooperative Governance and Traditional Affairs nationally views HIV and
AIDS not as a health issue only, but also as a socio-economic, developmental, governance
and human rights issue. HIV and AIDS mainstreaming is everybody’s responsibility.
A key objective of the Integrated HIV and AIDS Plan for NMB (2007-2011) is to
mainstream the following:
• Improved food security and nutrition
• Orphans and vulnerable children
• Improved access to life-sustaining resources
• Mainstreaming of HIV and AIDS by internal and external stakeholders
• Gender transformation
• Workplace programmes
A partnership between the Municipality, public and private sector is therefore crucial in
achieving these objectives.
All these initiatives require an integrated approach by the three spheres of government.
Accordingly, the Municipality established a multi-stakeholder Metropolitan AIDS Council, with
the responsibility to oversee the implementation of the Integrated HIV and AIDS Plan on a
quarterly basis.
131
5.1.2.5.2 Occupational Health, Safety and Wellness
The Nelson Mandela Bay Municipality has a legal, social and strategic responsibility to protect,
preserve and invest in employees’ health and safety. In this regard, the Municipality provides:
(a) An integrated employee health, safety and wellness programme.
(b) Ongoing hazard identification.
(c) Risk assessment and management.
(d) The ongoing medical surveillance of employees and serving Councillors.
(e) Construction safety management.
(f) Incident and accident investigation.
5.1.2.5.3 Waste Management
The objective of Waste Management Services is to provide quality sustainable waste
management services to the residents of Nelson Mandela Bay so as to ensure a clean and
healthy environment by:
(a) Rendering refuse collection services to all residents in terms of the Waste Management
Act
(b) Providing a sufficient number of waste disposal facilities with sufficient capacity
(c) Drafting and implementing a second generation integrated waste management plan for
the NMBM, focusing on waste avoidance, reduction and recycling.
5.1.2.5.4 Environmental Health
The Municipality focuses on those aspects of human health, including quality of life, that are
determined by physical, chemical, biological, social and psychosocial factors in the
environment. It also refers to the theory and practice of assessing, correcting, controlling and
preventing those factors in the environment that can potentially affect the health of present and
future generations.
132
Core functions of Environmental Health are the following:
• Compliance monitoring of water quality and availability.
• Implementing environmental health promotion, hygiene awareness and education
campaigns.
• Monitoring food safety and hygiene.
• Monitoring waste management, waste disposal and general hygiene, and advocating for
sanitary practices.
• Conducting health surveillance at designated premises.
• Monitoring the control of communicable diseases and those related to environmental
health.
• Ensure the control and monitoring of vectors and stray animals.
• Monitoring environmental pollution, including air pollution and noise.
• Monitoring and ensuring control over the disposal of the dead.
• Monitoring and ensuring adherence to all health standards during traditional
circumcision practices.
5.1.2.5.5 Environmental Management
The NMBM recognises the huge risks posed to our planet by global warming and is committed
to playing its part as a global citizen by responding to the challenge of climate change. In
particular, South Africa finds itself in the situation in which it is both a high emitter of
greenhouse gases and a country predicted to experience the impacts of climate change in a
severe manner. It is accepted that climate change is a national priority of a cross-cutting
nature, with implications for a wide range of ministries across government and across all
spheres of government. Due to the aforementioned, the NMBM has to protect, maintain and
ensure that there is sustainable utilisation of Nelson Mandela Bay’s globally important
biodiversity and environmental assets in a manner that is legislatively responsible and
compliant. In line with various environmental legislative frameworks, Environmental
Management ensures the following:
133
• Coordinating the development of the climate change and response strategy for the
Municipality.
• Strategic planning and development activities that facilitate the implementation of
environmental programmes, whilst upholding sustainable development principles in the
delivery of key service delivery objectives.
• Protecting, enhancing and maintaining the social, economical, cultural and
environmental integrity of the coastline of Nelson Mandela Bay.
• Assist in completing the annual environmental audit of the NMBM.
5.1.2.5.6 Development and maintenance of Parks, Cemeteries and Public Open Spaces
The Municipality is committed to create and maintain landscaped areas, undeveloped
municipal land within the urban footprint and cemeteries in a sustainable, aesthetic, eco-
friendly safe environment to enhance the marketability of the city and improve the quality of life
for all.
This includes:
• Conceptualisation, planning and implementation of landscaping projects.
• Planning, provision and maintenance of playground equipment.
• Planning and development of Public Open Spaces, including major parks and
landscaped islands.
• Compilation and implementation of greening programs as per the Greening Policy.
• Maintenance of parks, flowerbeds, developed public open spaces and playground
equipment.
• Tree planting on street verges and public open spaces.
• Maintenance of trees on verges and public open spaces.
• Specialised vegetation control (alien vegetation management, weed control and
biological control).
• Provision of burial land and burial services.
• Upgrading/Maintenance of cemeteries.
• Provision of floral decorations for civic functions, organizations and institutions in City
venues only (only non-profitmaking organisations).
• Plant production for the City’s requirements
• Providing advice to the public regarding plant diseases and identification, where
possible.
134
FIVE-YEAR PERFORMANCE PLAN
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of municipal primary
health care facilities
constructed
2 clinic
(Tshangana and Chatty
Clinics)
Construction and
upgrading of municipal
health facilities
Number of municipal primary
health care facilities
upgraded
1 clinic (Pohlar Park Health
Post)
Provision of quality health
care
Nurse-to-patient ratio 1:45
% of community health
clinics providing Integrated
Management of Childhood
Illnesses (IMCI)
100%
% of community health
clinics providing Antenatal
Care (ANC) services (37 out
of existing 41 clinics)
90%
Primary Health
Care Services
To promote
general health and
wellness of the
inhabitants in the
Nelson Mandela
Bay
Provision of Integrated
Management of Childhood
Illnesses (IMCI), Antenatal
Care (ANC) and
Childhood Immunization.
% of children under the age
of 1 year covered in the
Expanded Programme on
Immunisation in Nelson
Mandela Bay
85%
135
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
% of designated primary
health care facilities to
provide dual-therapy to
prevent mother-to-child
transmission of HIV
(PMTCT) (37 out of existing
41)
90%
Implementation of the
advocacy, communication
and social mobilization
elements of the Integrated
NMBM HIV and AIDS Plan
% reduction in the
prevalence of HIV and AIDS
2% reduction
% New Smear Positive Cure
Rate
78%
% reduction in New Smear
Positive Defaulter Rate
4%
% New Smear Positive TB
Conversion Rate
78%
Primary Health Care
Services
(continued)
To combat the
spread of TB, HIV
and AIDS in
Nelson Mandela
Bay (prevention,
care, advocacy,
treatment and
support, and
human rights)
Implementation of TB
control programmes,
which include the
following:
• Implementation of the
District TB Control
Plan
• Strengthening TB
treatment programmes
to improve case
detection, reduce
treatment interruptions
and improve cure rates
% of TB clients on Direct
Observation Treatment
99%
136
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Primary Health Care
Services
To provide a
pharmaceutical
support service
Maintenance of adequate
stock levels
% clinic tracer drug monthly
stock out at the Pharmacy
Depots
10%
% reduction of occupation
health and safety hazards
and risks in the workplace
5%
% reduction in work related
accidents
5%
Implementation of Health
and Safety Risk
Management Programme
% of municipal construction
sites audited for health and
safety compliance
100%
Reduction in the number of
employees infected with HIV
and AIDS
5%
Implementation of
Workplace HIV and AIDS
Plan
% increase in number of
employees testing for HIV
and AIDS
10%
% increase in number of
employees seeking help for
substance abuse
management
10%
Occupational
Health, Safety and
Wellness
To ensure the
health, safety and
wellness of all
NMBM employees
Strengthening the
Employee Wellness
Programme within the
NMBM
% of financial literacy and
debt counseling training to
NMBM employees and
Councillors
5%
137
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Occupational
Health, Safety and
Wellness
(continued)
Implementation of legally
compliant occupational
health monitoring and the
hygienic placement of
employees
% of medical
surveillance undertaken on
employees in the designated
occupations
100%
% of formal households
receiving a domestic waste
collection service
100%
% of informal households
receiving a domestic waste
collection service
100%
Provision of waste
management services
% of households in Peri-
urban areas with access to
waste management services
15%
Provision of sufficient
number of waste disposal
facilities with adequate
capacity
Number of transfer stations
(waste drop-off centre) to be
constructed
2 per annum
Waste Management To provide quality
sustainable waste
management
services to ensure
a clean and
healthy
environment
Implementation of the
NMBM Integrated Waste
Management Plan
% reduction in illegal
dumping
30%
138
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of events to
promote awareness on
waste management
1200
Number of waste
minimisation recycling
projects
2
Number of waste
management co-operative
areas to be sustained
9
Waste Management
(continued)
Number of wards benefitting
from community cleansing
projects
24
To mitigate or
adapt to the
effects of climate
change,
greenhouse gas
emissions and
energy usage
Development of Nelson
Mandela Bay Climate
Change and Resource
Strategy
Development of a
greenhouse gas
emissions inventory study
By June 2012 Environmental
Management
Access to basic
environmental
education services
Promotion of
environmental education
and awareness through
community based projects
and programmes
Number of people attended
environmental education
and awareness programmes
25 000
139
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of diesel-driven
vehicles to be tested for
compliance
800 Air Pollution Prevention
and Reduction
Programme
Number of additional air
quality monitoring stations
Two (2) stations by June
2012
Number of environmental
health and awareness
events held metro-wide to
reduce infections due to
food poisoning
4
Number of milking parlors to
be evaluated and certified in
terms of the Foodstuffs,
Cosmetics and Disinfectants
Act
140 (farms)
Number of flour and maize
samples to be taken at local
millers to determine
compliance
24
Implementation of
Foodstuffs Cosmetics and
Disinfectants Legislation
Number of samples to be
taken at local salt factories
to determine compliance
24
Environmental
Health
To ensure a safe,
healthy and
secure
environment
Control of stray animals % reduction in number of
accidents due to stray
animals
2%
140
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of POS maintained 2073
(Area: 1220.16 ha)
Provision and
maintenance of POS and
landscaped areas
Number of play parks
developed
11
Greening and
beautification initiatives
Number of trees planted 790
Number of cemeteries
maintained
24
Parks & Cemeteries
To create and
maintain
landscaped areas
and cemeteries in
a sustainable,
aesthetic eco-
friendly safe
environment
Cemetery management
and development
Number of cemeteries
landscaped (all operational
cemeteries)
12
141
5.1.2.6 HIV AND AIDS MAINSTREAMING
The Municipality identified the development of an integrated HIV and AIDS Plan
as a strategic developmental objective in order to achieve the indicators set in the
National Strategic Plan (2007-2011).To address the pandemic, key priority areas
were identified in the National Strategic Plan 2007-2011. This Plan will guide the
Municipality in the mainstreaming of HIV and AIDS.
Key priorities of the Plan are the following:
• Prevention of new HIV and TB infections by 50%.
• Treatment, care and support to alleviate and mitigate impact.
• Research, monitoring and surveillance.
• Human rights and access to justice.
Department of Cooperative Governance and Traditional Affairs nationally views
HIV and AIDS not as a health issue only, but also as a socio-economic,
developmental, governance and human rights issue. HIV and AIDS
mainstreaming is everybody’s responsibility.
The Integrated HIV and AIDS Plan for NMB (2007-2011) outlines its
objectives to mainstream the following:
• Improved food security and nutrition
• Orphans and vulnerable children
• Improved access to life-sustaining resources
• Mainstreaming of HIV and AIDS by internal and external stakeholders
• Gender transformation
• Workplace programmes
A partnership between the Municipality and the public and private sectors
therefore becomes crucial in achieving the objectives.
In pursuing the above supporting objectives, the following Five-year performance
plan was introduced to achieve integrated HIV and AIDS mainstreaming.
142
FIVE-YEAR PERFORMANCE PLAN
HIV AND AIDS MAINSTREAMING
Key performance
element
Supporting
objective
5 year Programmes/
Projects
Key Performance
indicators
Target 2011/2012
Number of Metro AIDS
Council meetings held
4
Number of HIV and
AIDS mainstreaming
programmes initiated
in informal settlements
2
Number of household
vegetable gardens to
be initiated in informal
settlements
50 households
Number of workshops /
training programmes
provided to NMBM
directorates
4
Number of Ward
Committee members
trained in HIV and
AIDS mainstreaming
240
HIV and AIDS
Mainstreaming
To ensure the
implementation of
HIV and AIDS
Mainstreaming Plan
in Nelson Mandela
Bay
Implementation of HIV
and AIDS Integrated Plan
Number of HIV and
AIDS public
awareness events held
3 (World AIDS Day,
Candlelight Memorial
and Partnership
against AIDS)
143
5.1.2.7 SAFETY AND SECURITY
The safety and security of all residents, the business community, tourists and
property is a key focus area of this Municipality. In this regard, the Municipality
focuses on crime prevention, disaster management, road and traffic safety, fire
services, internal security services, as well as the establishment of a municipal
Police Service.
To create a safe and secure environment in Nelson Mandela Bay, the full
participation of all stakeholders, including our residents and the business
community, is required in addressing the following challenges:
(a) Reducing crime.
(b) Reducing the risk of disasters.
(c) Reducing the risk of fire and other emergency-related risks.
(d) Reducing accidents and road fatalities.
(e) Maintaining acceptable levels of response to emergencies.
(f) By-law enforcement.
(g) Protection of municipal employees and assets.
A number of programmes have been developed to address these challenges, as
presented below.
5.1.2.7.1 Crime Prevention Strategy
The Municipality developed a comprehensive Crime Prevention Strategy, which
provides a basic framework for crime reduction. The objectives of this Crime
Prevention Strategy are to:
(a) assist with initiatives by the SAPS and other state organs to prevent and
reduce crime in the NMB area;
144
(b) promote community safety awareness; and
(c) promote public knowledge and involvement in community safety structures.
The components of our Crime Prevention Strategy are:
(a) Development and implementation of effective partnerships with the
community and other key stakeholders.
(b) Supporting effective policing and law enforcement through technological
aids such as CCTV cameras.
(c) Establishment of a municipal Police Service.
(d) Provision of effective By-law enforcement services.
(e) Protection of municipal assets and staff.
5.1.2.7.2 Disaster Management Plan
The Municipality developed a Disaster Management Plan, which ensures that
proactive measures are put in place to prevent or mitigate the effects of
disasters.
Disaster management is aimed at:
(a) preventing or reducing the risk of disasters;
(b) mitigating the severity or consequences of disasters;
(c) emergency preparedness;
(d) a rapid and effective response to disasters; and
(e) post-disaster recovery and rehabilitation.
The Disaster Management Plan takes into account the vulnerability of the various
communities and prioritises the potential risk accordingly. To mobilise all
stakeholders, a Disaster Management Advisory Forum and Local Disaster
Management Committees were established.
145
The key disaster management focus areas are as follows:
(a) Creating a sustainable municipal institutional capacity for disaster
management.
(b) Introducing effective risk reduction strategies.
(c) Disaster risk management planning and implementation.
(d) Effective disaster response, relief and recovery.
(e) Enhancing public awareness and preparedness, disaster risk
management research, education and training.
(f) Evaluating and improving disaster management implementation in Nelson
Mandela Bay.
5.1.2.7.3 Fire, Traffic and other Emergencies
To enhance safety and security service delivery, the Municipality has embarked
on a programme to upgrade and replace its emergency vehicles, equipment and
infrastructure. An operational 24-hour traffic control service is envisaged with the
establishment of the municipal Police Service.
5.1.2.7.4 Integration and Sustainability
Safety and security play an important role in economic growth, tourism
development and investment. Fulfilling the safety and security requirements of
Coega and other major developments is paramount. In addition, safety and
security is a prerequisite for the sustainable growth of communities. Safety and
security in Nelson Mandela Bay will also be crucial beyond the World Cup.
146
FIVE-YEAR PERFORMANCE PLAN
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
% reduction in road
fatalities through
accidents
1%
Average of traffic fines
issued by a Traffic
Officer per day
2 cases per hour
Implementation of
Traffic Control,
Enforcement and
Management
Programme
% revenue collection on
traffic fines
52%
Turnaround time from
booking learners and
Driver’s License to the
actual test
16 weeks
Number of warrants of
arrests executed
15 361
Provision of Safety and
Security Services
(Traffic and Licensing
Services)
To ensure a safe and
reliable road traffic
system in the Nelson
Mandela Bay
Drivers/Learners licence
Number of educational
programmes on traffic
safety implemented
120 programmes
per year
147
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
Number of risk analysis
surveys completed
16 risk analysis
surveys completed
Provision of Security
Services
(Protection of Municipal
staff and assets)
To ensure the safe-
keeping of municipal
assets and employees
Implementation of the
Security Master Plan
Number of additional
CCTV cameras installed
10
Number of community
based risk assessments
in communities
completed
8 risk assessments
conducted per year
Number of additional
Disaster early warning
systems installed
2 by December
2011
Number of Disaster
awareness programmes
held in communities
100
Provision of Disaster
Management Services
To proactively and
effectively prevent,
mitigate and respond
to disasters
% Metro capital projects
compliant with the
Disaster Management
Plan
100%
148
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
Number of Disaster
Management Forum
meetings held
4 Provision of Disaster
Management Services
(continued)
Number of safety
certificates issued for
stadium compliance
12
Number of educational
programmes regarding
fire safety implemented
in communities
24
Provision of Safety and
Security Services
(Fire Services)
To ensure an efficient
and effective fire
safety environment
and services
Implementation of a Fire
Safety Programme
% reduction in fire
incidents
1%
Response rate to
emergencies:
Traffic 10 min.
Fire 10 min.
Provision of Safety and
Security Services
(Emergency Services)
To have a quick,
efficient and effective
response to
emergencies
Implementation of fire
safety, traffic and
disaster emergency
programmes
Number of fire safety
inspections conducted
to ensure by-law
compliance
800
149
5.1.2.8 Infrastructure Asset Management
This Municipality prides itself with effective asset management systems. The
importance of an effective asset management system can never be
overemphasized, because it supports infrastructural development and
maintenance programmes. These systems involve the management of the
following strategic assets:
• Electricity
• Water
• Sanitation
• Refuse removal
• Roads
• Stormwater
• Property and buildings
Asset management is central to service delivery. When assets are managed
properly, operational and replacement costs are significantly reduced. If assets
are not properly maintained, service disruptions may occur. In the past,
investment in infrastructure asset maintenance has been inadequate, due to
insufficient funding. The inadequate levels of maintenance in the past is the
reason why this Municipality is currently confronted by huge maintenance
backlogs.
The NMBM have developed an integrated and auditable asset register that fully
complies with the latest accounting standards. This system identifies the
operational requirements for the maintenance and development of its
infrastructure and other asset programmes on an ongoing basis.
150
The biggest challenge this Municipality faces in to keep up the pace of
maintenance of the rapidly expanding asset base as services are rolled out and
the metropolitan area is growing.
The following information is indicative of where this Municipality is in terms of
asset management:
• Three consecutive unqualified Audit Reports (2007/08 to 2009/10).
• The NMBM has a fully GRAP compliant Asset Register (General Ledger).
• The detailed Asset Register consists of the following:
o Roads and Pavement Management System
o Bridge Management System
o Water and Sanitation Management System
o Fleet Management Information System
o Land and Facilities Management System
o Electricity Management System
o Moveable Asset Register
• Asset values are based on the historic cost method.
• The detailed Asset Register includes replacement values for planning
purposes.
To ensure every asset is maintained, the following is done:
• Annual Asset Verification is done by all directorates for all asset categories
• Annual condition assessment is done, resulting in maintenance plans as
follows:
o Roads and bridges: Detail visual inspection.
o Facilities: Physically inspected.
o Fleet: Serviced annually.
o Water, sanitation and stormwater condition assessment is done via
CCTV cameras.
o Electricity Network: Physical inspection and fault report analysis are
undertaken annually to determine the conditionality of the assets.
151
• Maintenance plans are executed per the Operating Budget.
• Rehabilitation maintenance to extend the lives of assets is executed per
Capital Budget.
• Replacement of Assets takes place where rehabilitation maintenance is
not economically viable.
The following table lists the value of this Municipality’s asset base and what it
would cost to replace all its assets if they were not properly maintained or in the
event of a disaster.
Asset Category Historic Cost
R million
Estimated
Replacement Value
R million
Infrastructure Assets 7 696 154 916
Land and Buildings 2 233 6 526
Community Assets 2 862 33 500
Heritage Assets 111 16 662
Other Assets 595 895
Intangible Assets 426 695
Investment Property 79 451
TOTAL 14 002 212 646
When assets are maintained at the desired level, the cost of rehabilitation and
replacement will be reduced significantly. The international norm is that
municipalities should at least spend 2% of the replacement value on operational
maintenance. This would be a level of operational maintenance of R4,5 billion per
annum. This is clearly unaffordable for this Municipality. On average, this
Municipality spends approximately R400 million per annum on operational
maintenance.
152
The following table demonstrates the levels of spending operational repairs and
maintenance, capital rehabilitation and replacement of assets for the period
2007/08 – 2010/11.
Action 2007/08
Actual
Spent
R’ million
2008/09
Actual
Spent
R’ million
2009/10
Actual
Spent
R’ million
2010/11
Budgeted
Expenditure
R’ million
TOTAL
R’ million
Operating
repairs and
maintenance
330
382
408
489
1 609
Capital
rehabilitation
36
49
57
59
201
Replacement
of assets
62
77
73
56
268
TOTAL 428 508 538 604 2 079
The above table demonstrates how the replacement of assets reduces as
operating repairs and maintenance increases. This Municipality sits with an aging
infrastructure asset base that inevitably needs to be replaced at some time,
which may result in significant rates increases.
153
5.2 LOCAL ECONOMIC DEVELOPMENT
Local economic development is a dynamic and sustainable process, which
creates wealth and raises living standards. This has a number of implications,
including increased entrepreneurial and business activity, as well as the
improved material status of citizens through access to resources and basic
services. The Municipality’s Economic Development Framework seeks to
improve the Metro’s global competitiveness and simultaneously eradicate
poverty. Effectively, this Framework recognises that Nelson Mandela Bay is part
of the global economy and also needs to ensure that it creates a safety net for
the poor.
The process for the development of a major regional retail and commercial centre
is under way and the momentum in the development of the waterfront as a
catalystic project will be intensified.
The global economic recession experienced over the past three years has led to
job-shedding in the city, as various firms in the automotive, metals and
engineering sectors were forced to close or reduce their operations significantly.
In response, the city’s political leadership, through the Economic Summit held in
May 2010, brought together all socio-economic partners to re-imagine the local
economy, culminating in the adoption of a local development strategy.
The regional economy is dominated by the manufacturing sector. We therefore
need to strengthen and build on our existing manufacturing base by increasing
the local content of production through attracting both foreign and domestic
investments and improve logistics and skills supply.
The primary goal of government in the next three years is to ensure that the
jobless growth trend is reversed and that more emphasis is placed on job
creation and youth development. Industrial sectors that have a high labour
absorption capacity are targeted, e.g. tourism. Further, skills development that
154
is linked to labour demand by industries will be prioritised, e.g. the training of
artisans to provide competent skills in support of the manufacturing and maritime
industries.
Nelson Mandela Bay is a coastal city, therefore it must maximise benefits from
tourism and property development. The Tourism Master Plan has been reviewed
to ensure that we build on the benefits of the FIFA 2010 World Cup, such as
worldwide exposure as a visitor friendly city. Further, as tourism is the fastest
growing sector in the local economy, all efforts will be made to ensure that it
contributes significantly to job creation efforts.
The Economic Development Strategy identifies the following key economic
enablers for the Nelson Mandela Bay:
• Skills development.
• Infrastructure development.
• Visionary governance.
• Meaningful business, civil society and governmental partnerships.
Sectoral contributions to Gross Geographic Value Added are reflected below:
155
Figure 1: Sectoral contribution to Gross Geographic Value Added (GGVA)
0.3%
0.7% 1.6%
2.4%
9.7%
13.2%
14.1%
27.0%
31.1%
Sectoral contribution to GGVA
(2000 constant prices)
Mining and quarrying
Agriculture, forestry, hunting
and fishing
Electricity, gas and water
supply
Construction
Transport, storage and
communication
Wholesal and retail trade
Financial, insurance, real
estate and business services
Community, social and
personal services
Manufacturing
For Nelson Mandela Bay’s economy to generate the anticipated jobs, the focus
must be placed on industries that yield more job creation opportunities and
economic diversification, such as tourism development and events management.
Re-imagining Nelson Mandela Bay’s Economy
On 14 – 15 May 2010, the Nelson Mandela Bay Municipality held an Economic
Summit forging a bold plan for the socio-economic transformation of Nelson
Mandela Bay, specifically activating economic growth impulses that will generate
work opportunities and increase household and social incomes throughout the
Metro and the region.
Representatives of local and provincial government, the business community,
organised labour, academia, students and civil society participated and
156
collectively agreed on a local economic development path for Nelson Mandela
Bay.
A key outcome of the Summit is a Socio-Economic Intervention Plan, which all
stakeholders and participants committed to jointly implement. This Plan is
reflected in the table below:
A ‘re-imagined City’: a three-part NMB Socio-Economic Intervention
Plan (SEIP)
1. Social Programme 2. Industrial Growth and
Innovation Programme
3. Infrastructure and
Transport Programme
EPWP (mass
employment programme)
Food security
Urban upgrading/Housing
HIV/AIDS
Autos
Renewables
Agro-processing
Capital goods
PetroSA
Tourism
Coega Trans-shipment Hub
Metro Transport
Water/Electricity
Key enablers and intervention programmes
Institutional turnaround – LGTAS
IDP process alignment, consultation and incorporation
In terms of the Plan, the following key intervention programmes will be
implemented and mainstreamed in the institution:
5.2.1 Social Programme
Key priorities of the Social Programme include the following:
(a) Massive implementation of EPWP and job creation.
(b) Food security, which includes school food gardens, urban agriculture as well
as feeding schemes.
(c) Provision of integrated sustainable human settlements, with facilities,
amenities and services.
(d) HIV and AIDS mainstreaming, treatment and support.
157
5.2.2 Industrial Growth and Innovation Programme
Key to industrial growth and innovation in Nelson Mandela Bay are the following
programmes:
• Infrastructure and logistics
• Skills development
• Investment facilitation
• Industrial finance and incentives
• Research and development
• Small business support
5.2.3 Infrastructure and Logistics Programme
This Programme focuses on the following:
(a) Provision of bulk infrastructure to encourage investment, lobby other
spheres of government and parastatals for additional funding, and maximise
the benefits of Coega as a major transshipment hub.
(b) Investment in the Metro’s integrated public transport system.
(c) Provision of integrated infrastructure development, to deal with both service
delivery and infrastructure backlogs.
Priority industries in Nelson Mandela Bay that should receive focus under the
Industrial Growth and Innovation Programme are the following:
Protecting and strengthening the automotive sector.
Prioritising renewable energy resources and a green economy.
Tourism growth and development.
Agroc-processing and maximising capital goods and local content and
capacity development.
Investigating and developing logistics and maximising industries.
158
Establishing a partnership lobby between the Metro, the Province, CDC,
business chambers, and civic and social partners to mobilise and attract
Petro SA investments in Nelson Mandela Bay.
Conducting study and lobbying for SEACOM cable connectivity at the
Coega IDZ.
5.2.4 Socio-economic Impact of Sport and Recreational Activities
The sporting and recreational landscape changed dramatically in the previous
century, and this dynamic field will continue to change in the 21
st
century.
Sporting and recreational activities continue to be key mechanisms for
transforming society and building economic well-being. These fields have the
ability to generate employment, and build social cohesion, national pride and
economic development.
Nelson Mandela Bay is blessed with rich legacy of Victorian architecture, mixed
with a vibrant Xhosa and Afrikaans culture. The latter, as well as new
developments in the city, such as the Red Location Museum of Struggle, our
pristine beaches and have shown to be the biggest drawing cards for competing
in the international tourism sector. The continued preservation of this key
infrastructure and the development of new heritage infrastructure will ensure that
the residents of the city all find an identity and a source of pride in their city.
Likewise, the development of the arts and crafts disciplines will be a sure way of
ensuring that Nelson Mandela Bay is able to create a sustainable and proud
livelihood for those sectors of its community that are not able to find employment
in the formal economy, thus pushing back the frontiers of inequality and poverty.
On the sporting front, Nelson Mandela Bay has a proud history of individuals who
have excelled in sport. However, sport development in Nelson Mandela Bay has
not yet reached its full potential. Nelson Mandela Bay has identified key sporting
codes, namely soccer, rugby, netball, cricket and water sport, for special
attention and development. Support for a Super Rugby franchise in Nelson
159
Mandela Bay as well as professional Soccer League status is imperative.
Likewise the continued rise of the City’s cricket is recognized. Other sporting
codes like the martial arts, athletics and tennis will also receive focus.
The provision of adequate sporting and recreational facilities is key in sport
development and has been prioritised by the Municipality. Partnerships between
the Municipality, different sporting bodies and communities are essential in this
regard.
The development of the arts and culture sector through the nurturing of talent and
infrastructure provision needs to be linked to the promotion of the creative
industries. Strategies to develop the arts and culture sector are in place and will
be complemented by film and events management policies and the Tourism
Master Plan to provide guidance on the development and promotion of this
sector. The By-laws regarding film and events needs to be implemented and
monitored. Awareness sessions will be conducted with communities and
stakeholders to assist with compliance.
Nelson Mandela Bay currently has an elementary industry presence only, despite
the massive talent in the region. Active focus will therefore be placed on
enhancing artists’ ability to do business and expose themselves to the varied
opportunities within the cultural industries. The building blocks for a dynamic
creative industry sector will be laid. A film office, linked to the events office, has
been established to develop a relevant policy and bylaws and act as a one-stop
shop for processing film and event applications and permits.
5.2.5 Facilitation of Megaprojects
160
The Municipality has identified key megaprojects, as reflected in the Spatial
Development Framework of the Municipality. These include projects funded
through Neighbourhood Development Partnership Grants, e.g. the Njoli Square
Development.
5.2.6 Building Basics in order to achieve the desired Socio-economic
Outcomes
The strategic framework as per the LED Strategy identifies Nelson Mandela
Bay’s economic development vision and its objectives, as reflected in Graph 1
below. The economic development vision of the Municipality is: “A first choice
destination for sustainable living, innovative business and thriving investment”.
161
Graph 1: Schematic depiction of Goals underpinning City’s Economic Vision:
Goal 5: Entrepreneurship and
small business growth are
significant drivers of the
economy
Goal 10: Marketing campaign
promotes NMB as a place to visit,
live and invest
Goal 2: Nelson Mandela Bay’s
people are skilled, adaptable
and productive
Goal 1: NMB’s infrastructure
and municipal services meet the
needs of target sectors and a
growing population
Goal 9: Existing resources
are coordinated to ensure a
seamless system for
economic development in
NMB
Goal 3: Investment in strategic
capital projects to accelerate
economic development
Goal 4: Nelson Mandela Bay
hosts a diversified economy
Goal 6: Nelson Mandela Bay
offers opportunities for
enhanced livelihoods
Goal 8: Nelson Mandela Bay
applies stronger sustainability
practices
Goal 7: Nelson Mandela Bay is an
appealing place in which to live
Putting the
basics in
place
Sustainability
drivers and
sharing of
benefits
Harnessing
growth through
industrialisation
162
5.2.7 Job Creation and EPWP (Expanded Public Works Programme)
In his 2011 State of the Nation Address, the President signaled that government
was primarily concerned about the prevalence of unemployment and poverty in
the country. To address these concerns, 2011 was declared the year of job
creation. Every sector and every business entity, regardless of size, is urged to
focus on job creation. Every sector contribution counts in this national effort. All
government departments will align their programmes with the job creation
imperative. The Nelson Mandela Bay Municipality has also aligned its
programmes in this regard to ensure the creation of decent jobs, infrastructure
and socio-economic development as well as environmental management. The
Municipality’s IDP and Budget are being utilized as key tools for mainstreaming
labour-intensive approaches.
The Municipality is currently implementing EPWP Phase 2, which commenced in
2009. EPWP is a Government-wide Programme aimed at creating jobs and
imparting skills through public spending. EPWP involves re-orientating line
function budgets so that government expenditure results in more work
opportunities, particularly for unskilled labour. It consists of four sectors: -
• Infrastructure
• Environment and Culture
• Social
• Non-state
EPWP is a cross-cutting programme in all directorates in the NMBM. Each
directorate is required to identify and integrate labour-intensive
programmes/projects into its normal activities, i.e. SDBIP.
163
Objectives
• Maximising employment opportunities.
• Developing skills in the community through EPWP training programmes.
• Developing sustainable emerging enterprises through accredited
learnerships.
• Maximising the percentage of the total annual budget spent and retained
within the local community in the form of wages.
• Targeting and prioritising vulnerable groups in most of the
projects/programmes (youth, women and people living with disabilities).
• To enhance accountability, and the monitoring and evaluation of the
implementation of the EPWP by regular reports, sent to national and
provincial government, in addition to municipal Council structures.
Nelson Mandela Bay Municipality will focus inter alia on the following in
implementing the EPWP:
• Infrastructure development and maintenance
• Low volume roads (less than 500 vehicles per day).
• Side and non-motorized transport infrastructure.
• Storm drainage and trenches.
• Resurfacing of identified roads.
• Housing provision, which in addition to onsite activities, will include the
manufacturing of building material.
• Youth, women, and people with disabilities development and learnerships, i.e.
Vukuphile.
• Minor works, repairs and renovations to municipal buildings.
• Peer educators, environment and waste management educational awareness
programmes.
• Cooperatives development.
164
• Sport infrastructure development.
• Beautification programmes, e.g. cemeteries.
• Implementation of two pilot labour intensive projects (Wards 40 and 47).
• Support EPWP non-state sector (NGOs and CBOs) in implementing various
projects / programmes within the jurisdiction of the NMBM.
• Implementing mayoral projects/programmes, e.g. School Renovation
Programmes, through the support of private sector, etc.
• Identifying and exploring additional potential areas.
• LED labour-intensive projects.
The Municipality has won an award in 2011 under EPWP Environmental and
Culture Sector from the National Department of Public Works as the best
emerging contractor and for the best cooperative development (Ward-based
Cleansing Programmes). Nelson Mandela Bay will build on this success by
focusing on other areas for the development of cooperatives.
EPWP Targets
The EPWP targets, as reflected in the Protocol agreement between the
Municipality and the National Department of Public Works, are reflected below:
Work Opportunities Full Time Equivalents (FTE) Financial
Year Infrastructure
Sector
Environment
and Culture
Sector
Social
Sector
Infrastructure
Sector
Environment
and Culture
Sector
Social
Sector
2009/10 3502 279 32 1199 101 25
2010/11 3993 282 37 1439 126 27
2011/12 5137 357 50 1881 176 35
2012/13 6678 491 49 2427 242 49
2013/14 8406 669 96 3022 330 66
TOTAL 27715 2078 311 9969 975 202
165
Work opportunities created through EPWP must meet the following equity
criteria: -
o 55% women
o 49% youth
o 2% people with disabilities
o 8% any other equity criteria
5.2.8 Poverty Eradication
The Municipality is aware that despite progress made in job creation and the
provision of basic services, high poverty levels are persisting. Initiatives to fight
poverty introduced by the Municipality include the following:
o Provision of free basic services to indigent households.
o Implementation of EPWP and job creation initiatives.
o Provision of human settlements.
o Development of cooperatives, SMMEs and informal traders.
o War on Hunger Programme.
o Repair of water leakages in indigent households.
o Skills development, learnerships and entrepreneurship support.
o Rural / Peri-urban development.
o Empowerment of youth, women and people with disabilities.
These and other initiatives are prominent throughout this IDP Report.
166
5.2.9 MBDA
The MBDA works within a Council approved mandate document, i.e. basically
responsible for the revitalisation of the CBD, Central and immediate outlying
areas through the improvement of infrastructure, the creation of new
infrastructure, and the provision of services such as cleansing. The key
motivation is that CBDs are the engines of growth of any city. It represents by far
the biggest component of the rates base. If the NMBM’s CBD dies, then its rates
base will be restricted to such an extent that there will be less funding for the
upgrading of infrastructure and the provision of services in the entire NMBM area.
On the other hand, if the infrastructure investment and the provision of services
are improved in the CBD, it will not only increase the Gross Domestic Product,
but will also increase employment opportunities and expand the all-important
rates base.
In December 2007, the NMBM Council resolved that the MBDA should expand its
work to other emerging nodes, such as Uitenhage CBD and the North End
Stadium Precinct.
Key priorities identified in the MBDA’s target areas are:
• Promotion of basic services in the MBDA’s target areas, such as
cleansing, security and informal traders.
• Municipal infrastructure upgrading to promote the development of
residential, retail, office and tourism/leisure/entertainment nodes.
• Tourism development around heritage and culture.
• Economic development around the creative industry, i.e. the arts, music
and craft as key economic driver.
167
• Redevelopment of derelict and unused buildings that have become a
liability to the NMBM (they are costing money and are not assets ability to
add to the rates base).
• Ensuring that the new NMB Multi-purpose Stadium becomes the catalyst
for development of a strong sport, leisure, entertainment, office, residential
and tourism node.
• Urban renewal and transformation in the target areas of Nelson Mandela
Bay.
• Facilitating social housing developments with a view to attracting emerging
youth and other relevant stakeholders so that the inner-city areas will
become vibrant and attractive areas for urban transformation.
5.2.10 Uitenhage-Despatch Development Initiative (UDDI)
The UDDI focuses on local economic development projects in and around
Uitenhage and Despatch. Key UDDI projects include the following:
• Nelson Mandela Bay Science and Technology Centre.
• Investment promotion.
• Despatch Developers Day, in partnership with other stakeholders.
• Uitenhage Aerodrome Project.
• Uitenhage Lower Yard Project.
• Agricultural Sector Development Programme.
• Environmental Management.
• Enterprise Development and Social Development Programme.
5.2.11 Heritage Management
Nelson Mandela Bay has valuable heritage resources (built and non-built
heritage), which contributes to tourism and economic development and
constitutes a rich legacy for future generations. The built heritage has, however,
168
been consistently deteriorating over time because of neglect by property owners
as well as the competent authorities charged with the responsibility for heritage
protection. The Municipality has, however, embarked on initiatives to preserve its
valuable resources, including the following:
• Establishment of the Heritage Task Team.
• Development of Heritage Management Policy and By-laws.
• Establishment of a database of all heritage sites in Nelson Mandela Bay.
• Assessment of state of built heritage in Nelson Mandela Bay.
• Engaging with the National Department of Arts and Culture and the
Provincial Department of Arts, Sports and Culture.
• Sourcing legal opinions clarifying roles, responsibilities and competencies
of the different spheres of government in heritage protection and
preservations.
The Municipality has resolved to implement strategies aimed at resolving the
current impasse and lack of action in addressing the deteriorating state of its built
heritage. These include the following:
• Instituting legal action against property owners neglecting their heritage
buildings
• Declaring intergovernmental dispute to force national and provincial
structures to fulfill their legislative mandates.
• Continuous engagements with national and provincial government in the
spirit of cooperative governance.
The Heritage Policy will guide the conservation and management of the heritage.
The continued documentation of the various heritage trails will not only ensure
the preservation of our socio-cultural history, but will be tourism and educational
outcomes through presentation in various media and platforms.
169
FIVE-YEAR PERFORMANCE PLAN
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% increase in bed-night
occupancy in the Metro,
facilitated through service level
agreement with NMBT
5% To promote tourism
development in the
Nelson Mandela
Bay
Tourism promotions
Number of major events hosted 1 (Ironman)
Value of new investments /
expansions in Nelson Mandela
Bay through municipal
initiatives
Minimum of R100
million combined
To facilitate and
promote investment
in Nelson Mandela
Bay
Investment facilitation
promotion
Value of new export contracts
facilitated through municipal
initiatives
R1.5 million
Economic Growth
and development
To facilitate and
promote exports in
NMBM
Trade promotion
facilitation
Number of new SMME
exporters capacitated
35
170
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of self-sufficient
agricultural projects established
3 Urban Agriculture
Programme
Number of food gardens
supported
20
Number of SMMEs capacitated 500
Number of SMMEs provided
with start-up support (trading
facilities and equipment)
50
Number of Tourism SMMEs
capacitated
20
Number of new co-operatives
capacitated
20
To build
sustainable
businesses through
entrepreneurship,
SMME and
cooperative support
Entrepreneurship
development programmes
Number of informal traders
capacitated
200
Poverty eradication
To reduce poverty
levels in Nelson
Mandela Bay
through the
provision of free
basic services
Provision of free basic
services
% households earning less
than R2020 per month (two
state pensions) with access to
free basic services
100%
171
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% tenders awarded in
adherence to broad-based
empowerment targets, both in
terms of number and value:
(a) previously disadvantaged
individuals
50%
(b) women and youth
10%
Broad-based
economic
empowerment (BEE)
To promote broad-
based economic
empowerment
BEE Support Programme
(c) people with disabilities 2%
Job creation and
EPWP
To contribute to
halving
unemployment by
2014
Creation of work
opportunities, full-time
equivalent and
development of
beneficiaries
Number of Task Team
meetings held to coordinate
institutional approach to EPWP
4
172
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of learners from
Infrastructure Learnership
Programme
20
Number of full-time equivalent
(FTE) jobs to be created
1 881
Number of work opportunities
(WO) to be created
5 137
Job creation and
EPWP (continued)
Number of donor funders/
private sector partners sourced
2
Recreational, Arts
and Cultural Services
To ensure beaches
and resorts meet
set standards of
excellence and are
safe and user
friendly
Blue Flag status
Number of beaches with Blue
Flag status
2
173
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of Arts and Culture
facilities developed
1 (Mendi Multi-
purpose Cultural
Centre)
To promote a
conducive
environment for the
development of
arts, culture and
heritage
Arts and Culture
Development
Number of artists benefitting
from NMBM initiatives
100
Recreational, Arts
and Cultural services
(continued)
To promote a
culture of reading
and learning
through the
provision of library
services
Implementation of reading
and learning
Number of initiatives promoting
a culture of reading and
learning developed and
implemented
2 (benefiting 22
libraries)
Number of stadiums upgraded 1 (Wolfson Stadium
completed)
Sport Development To promote sports
development
Development & Upgrading
of sports facilities and
codes Hosting of the Mayoral Cup By March 2012
Facilitation of Mega
Projects
To promote urban
renewal, job
creation, poverty
alleviation
Implement the existing
Neighbourhood
Development Partnership
Grant (NDPG) Grant
(R305m)
% completion of NDPG projects 100% Fountain Road
redevelopment
completed
174
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% satisfaction with cleansing
services in target areas
80% satisfaction
levels achieved
Number of new Special Rating
Area (SRA) operational
1 (Central –
Parliament Street) by
June 2012
Number of new capital projects
completed
3 (Strand Street
environmental
upgrade and King’s
Beach Triangle,
Bellmont Terrace/
Bird Street – 50%)
Number of cultural precinct and
public open space completed
1 (Donkin Reserve)
MBDA To revitalise the
CBD of Nelson
Mandela Bay and
its developing
nodes
Urban Renewal and the
management and
transformation of the
MBDA target areas
Redevelopment and
construction of Tramways
Building
30% completed
175
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
MBDA
(continued)
Value of investment attracted to
the mandate area as a result of
urban transformation (capital
infrastructure, urban
management, promotion of
culture and heritage)
R100 million by June
2012
Number of additional sites
assessed and included in the
heritage inventory
3 500 by June 2012
Instituting legal action against
property owners neglecting
their heritage buildings
2 property owners by
September 2011
Built Heritage To preserve the
NMBM heritage
Protection of municipal
heritage
Fulfilling heritage competence
requirements in terms of built
heritage criteria
By December 2011
176
5.3 URBAN RENEWAL PROGRAMME
5.3.1 Motherwell Urban Renewal Programme (MURP)
The Urban Renewal Programme (URP) is a product of the National
Government’s Urban Renewal Strategy (URS). In 2001, the State President
announced the National Urban Renewal Programme (URP). Motherwell was one
of the eight townships chosen to benefit from the Programme. The broader
objectives of the Programme are a general renewal of the nodal areas and efforts
to address the economic, social and security needs of the community in an
integrated and sustainable manner.
Urban renewal presents an opportunity for the three spheres of government to
work together to eradicate poverty and unemployment. Job creation initiatives,
public participation in governance, crime combating initiatives and the
establishment of a healthy environment as well as the acceleration of service
delivery are the key priorities of MURP.
MURP receives a great deal of funding to implement its projects from the
European Commission under the European Union (EU) Sector Policy Support
Programme, the Department of Local Government and Traditional Affairs and
Neighbourhood Development Partnership Grant. MURP fulfils the role of
facilitator and coordinator of projects. Recently, its role has been extended to
that of an implementer of various projects.
The funding agreement responds to various Result Areas (RAs) with concomitant
outcomes and performance indicators:
• Local Economic Development
• Habitable Human Settlements
• Improved Social Development
• Improved public participation.
• Improved strategy, programming, project implementation and Coordination
and Service Delivery.
• Improved municipal institution relating to financial management, audit,
procurement, project management and integrated planning.
• Support to the functions of the National and Provincial Urban Renewal
Programme.
177
In order for MURP to respond to the requirements of the EU SPSP, three clusters
were created, namely the LED Cluster, the Physical Cluster and the Skills
Training and Institutional Cluster headed by Cluster Coordinators.
The key objectives of MURP are:
• Upgrading and development of infrastructure
• Local economic development
• Reduction of poverty and unemployment
• Crime reduction
The Integrated Development Plan (2011 – 2016) of the Nelson Mandela Bay
Municipality necessitates the development of a five-year plan. MURP has a life
span until December 2013, but is guided by government strategy for the
extension of the Programme beyond its pilot phase. This necessitates
municipalities to mainstream urban renewal programmes into their operations as
part of improving service delivery to the people.
To prepare for the mainstreaming process, MURP developed a five-year
programme in consultation with various structures to respond to some of the
outcomes of the Local Government Turnaround Strategy (LGTAS) as well as
Municipal Turnaround Strategy (MUTAS). The implementation of the LGTAS and
MUTAS also provide MURP with an opportunity to devise a long-term and
sustainable citizen-centred intervention plan for the residents of Motherwell. This
interventionist approach deals with both the entrenched distress in Local
government and the immediate pressure points in communities.
MURP CLUSTERS
• Physical Cluster
• Social Cluster
• Local Economic Development Cluster
(a) Physical Cluster
The focus is on providing and upgrading infrastructural development within
Motherwell. A number of projects have been implemented, while others are still
178
at various levels of implementation. These include the upgrading of the
Motherwell Peace Park, Motherwell Thusong Service Centre, house numbering,
hawkers facilities, support to school renovations, Ikamvelihle Pedestrian Bridge,
upgrading and identified surfacing of Culs-de-sac and upgrading the NU2
Stadium.
(b) Social Cluster
The Social Cluster specifically responds to Result Area 3 of the EU funding
agreement. It aims to implement social development initiatives in the Motherwell
and surrounding areas. This area is specifically responsible for outcomes
responding to HIV/AIDS, crime diversion and skills training.
To ensure a proper response to the outcomes, the Social Cluster envisages the
roll-out of the following priorities in Motherwell:
• HIV/AIDS assistance to various Non Profit Organizations (NPOs)
• Support to the recently established Home Based Care Forum.
• Support to the South African Police Services (SAPS) and Community Police
Forums (CPFs) in association with various sports, arts and culture
Organisations to respond to crime.
• Skills training initiatives that ensure employability for the people of Motherwell.
• Support to various NPOs i.e. soup kitchens and day care centres, to ensure
optimal and sustainable functioning.
(c) Local Economic Development
The cluster responds to Result Area 1 of the EU, namely Local Economic
Development. The aim is to ensure the capacitation of small, medium and
micro enterprises, be it individuals or groups (community cooperatives). The
second tool for achieving this goal is through attracting investment into the
area through direct or indirect investment, as guided by the Sustainable
Community Unit Plan approved by Council.
179
FIVE-YEAR PERFORMANCE PLAN
Special Mayoral Projects
Performance Element Supportive
Objectives
Five year
Programmes/Projects
Key Performance Indicators 2011/12 Targets
Implementation of
community skills training
initiatives in partnership
with relevant stakeholders
Number of people trained in
terms of MURP skills audit
500 community
members
Implementation of crime
diversion programmes in
partnership with the South
African Police Services
and other relevant
stakeholders
Number of crime diversion
programmes
4 programmes
Support 50 Home-based
Care Organizations in
Motherwell on HIV/AIDS
related programmes in
partnership with relevant
stakeholders
Number of Home-based
Care Organizations assisted
10
5 soup kitchens Support 50 social and
Non-profit organisations
(NPOs) in Motherwell
Number of NPOs assisted
(training and equipment)
5 early childhood
development centres
MURP To improve the
socio-economic
situation of the
Motherwell
community
Implementation of
aquaponics programme
Number of aquaponics
programmes
1
180
Special Mayoral Projects
Performance Element Supportive
Objectives
Five year
Programmes/Projects
Key Performance Indicators 2011/12 Targets
Number of SMMEs
capacitated
200 SMME Development
Programme in Motherwell
Number of SMME hive
constructed
1
Cooperative Development
Programmes
Number of Co-operatives
supported
4
Investment Attraction
Programme
Number of investors
attracted
1
Number of youth
entrepreneurs capacitated
100 (International
Labour Organisation)
Youth development
programme
Number of people benefiting
from the Youth Learnership
Programme
40
Motherwell Newsletter Number of Motherwell
Newsletters released
2
Public Participation
Programmes
Number of public
participation sessions held
4
MURP
(continued)
School Renovation
Programme
Number of schools
renovated
1 (Cingani High
School)
181
5.3.2 HURP (Helenvale Urban Renewal Programme)
The NMBM has undertaken a decision to extend the lessons learnt from MURP to
other poverty-stricken areas in Nelson Mandela Bay. Helenvale (Ward 13) has been
identified as one of the areas needing attention.
It is the aim of the Helenvale URP to improve the quality of life of the community of
Helenvale through urban upgrading and sustainable development. Although the
Programme is based on lessons learnt from the Motherwell URP, it is geared to focus
on the specific context of the Helenvale locale. The key objectives of the Programme
are as follows:
• Developing and implementing sustainable housing solutions.
• Improving safety and security.
• Reducing poverty and unemployment.
• Upgrading and developing infrastructure.
• Addressing the social development needs of the local community.
• Creating a healthy environment.
In light of these objectives, it is the mandate of the HURP Unit –
• To coordinate and integrate all programmes and projects implemented by various
stakeholders in Helenvale.
• To facilitate and coordinate social cohesion, including the community’s involvement
in the Programme, by holding quarterly VD public meetings.
• To source and secure more funding for the Helenvale URP from government
institutions, NGOs, the private sector and donors.
• To initiate, facilitate and coordinate the introduction of skills-based community
training programmes for Helenvale.
Furthermore, Helenvale has also been identified as a Premier’s Priority Project. The
purpose of this Project is to improve the integration of various initiatives, i.e. initiatives
by different spheres of government, business and civil society in Helenvale and the
surrounding Northern Areas aimed at social upliftment and crime prevention. The
Helenvale URP will coordinate the initiatives that emanate from the Project.
182
FIVE-YEAR PERFORMANCE PLAN
HELENVALE URBAN RENEWAL
Performance Element Supporting Objectives Five Year Programmes
/ Projects
Key Performance
Indicators
2011/12 Target
(a) Skills-based
Community Training
Programme: 1125
community members
trained
Number of community
members capacitated
225
(b) SMME Development
Programme: 50 SMMEs
capacitated and
supported
Number of SMMEs
capacitated
10
(c) Upgrading of
infrastructure
Number of
Multipurpose
Community Centre
constructed
1
(d) Improving safety and
security
Number of community
street patrollers
trained and
operationalised
20
(e) Creating a healthy
environment
Introduction of a
Ward-based cleaning
project
1 Ward-based
Cleaning Project
(Ward 13)
HURP To improve the socio-economic
situation of communities in
Helenvale (Ward 13)
(f) Mobilizing and
securing R100 million for
HURP
Value of HURP
funding secured from
external sources
R20 million
183
5.4 MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
People-focused municipal transformation and organisational development is central to
service delivery, hence the emphasis on the implementation of Batho Pele principles in
all municipal structures, systems, procedures, policies and strategies. The continuous
development of the Municipality’s human resources is key in this regard. Furthermore,
the Municipality needs to constantly review and improve the way in which it delivers
services and develops appropriate methods and mechanisms. Important, the
Municipality is entrenching itself as a learning organisation, with the emphasis on
knowledge management.
During the 2010/11 financial year, the Municipality took stock of its current level of
service delivery and performance and identified the challenges facing the institution.
This culminated in the development of a Turnaround Strategy, with the following
objectives:
• The restoration of confidence in the Nelson Mandela Bay Municipality as the
primary service delivery arm of government that is effectively addressing
community concerns.
• The universalisation of service delivery to all communities of Nelson Mandela
Bay.
• Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
• Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
• Understanding and managing institutional risks.
• Ensuring a fraud- and corruption-free Municipality.
• Ensuring good corporate governance and an accountable and performance-
driven institution, which is focused on service delivery.
• Ensuring that all municipal planning, budgeting and decision-making processes
are embedded in public participation and community involvement.
184
• Restoring the human dignity of the residents of Nelson Mandela Bay, especially
in the disadvantaged areas/wards.
• Ensuring sound financial management and sustainability.
• Ensuring a joint intergovernmental approach to implementing this Turnaround
Strategy.
In the 2011/12 financial year and beyond, the implementation of the Strategy will be
prioritised and monitored.
Central to the Turnaround Strategy is the Operational Efficiency Programme, in terms
of which the Municipality will continuously monitor operating expenditure patterns and
introduce cost-cutting measures.
5.4.1 Strategic planning and integration
As reflected in the introductory chapter, the IDP is one of the key strategic tools for
integration in the Municipality. This integration and co-ordination should be clearly
evident during the implementation of the IDP and during service delivery. Key tools to
achieve integration and co-ordination include the 7-year Integrated Human
Settlements Plan, sustainable community planning methodology, the integrated
development matrix, the cluster system, inter-directorate task teams and the
Management Team.
Underpinning all activities of the IDP and other integration and co-ordination tools is a
longer-term City-wide Development Strategy. The formulation of such a Strategy has
commenced and will provide strategic direction for a period of up to 30 years.
5.4.2 Integrated Development Matrix
The Integrated Development Matrix has been developed as a framework for the
implementation of the co-ordinated planning and implementation of the different
activities of the Municipality, to ultimately ensure the creation of integrated and quality
human settlements.
185
The Integrated Development Matrix defines and facilitates co-operation and co-
ordination in planning and implementation processes between, internally, the
municipal directorates themselves and external actors and defines roles that will allow
citizens and businesses in the city to live and operate more sustainably.
The Matrix can be used as a generic tool to identify and understand roles and
responsibilities in terms of generic planning, and development and citizen
responsibility, but can also be used for specific projects.
The roles and responsibilities of the different municipal areas in all stages of planning
and development are identified and clarified, from the initial conception of a planning
proposal to the physical on-site construction, on-going maintenance and living in a city.
The Matrix lists each different municipal functional area as the Provincial Government
and the Private Sector, and their different roles at each level of planning and
development and living.
The Integrated Development Matrix was developed as part of the Sustainable
Community Planning Methodology, which sets out a model for spatial planning at the
intermediate level between the broader, more strategic Spatial Development
Framework and more detailed precinct and layout development plans.
5.4.3 Human Resources Development Plan
Central to service delivery improvement is a human resources complement that is able
to adequately and timeously respond to the ongoing challenges facing the
Municipality. The capacitation of the institutional human resources component is a key
priority. This necessitates a departure from the conventional methods of skills
development to competency and outcomes-based approaches. Emphasis is being put
on the implementation of the National Treasury Regulations on minimum competency,
as well as the development of a competence based skills development plan.
The human resources development component also forms a strategic part of the
Municipality’s Turnaround Strategy, emphasising competency based skills
186
development, effective organisational arrangements, labour relations, timeous
recruitment and selection of competent staff, particularly in critical and scarce skills
areas, and integrated performance management.
In the face of ongoing challenges in attracting, developing and retaining critically
scarce skills, a structured and institution wide outcomes-based mentorship programme
will be implemented, geared at ensuring career development, growth and succession
planning. This initiative will also assist the institution in eliminating over-reliance on a
few capable and technically qualified employees. The spin-offs of successfully
implementing this programme will include sustained service excellence, accelerated
service delivery, highly motivated employees, increased knowledge sharing and
management, and the effective transfer of the critical and scarce skills and experience
needed by the organisation. In addition, the institution will benefit in terms of reduced
overtime, burnout and over-reliance on a few employees who have a history of strong
institutional knowledge.
In order to build a human capital base in the community, as a complement to its
internal skills development initiatives, the Municipality continues to implement a
number of developmental programmes, which include the Graduate Trainee
Programme, learnerships and internships, and awarding study bursaries to deserving
candidates, particularly from disadvantaged communities. In addition, the Municipality
has established partnerships with external institutions that drive initiatives in areas
such as career guidance, support, and incubation to leverage opportunities for the
development of ICT skills and preparing the youth sector for employment to achieve
broad socio-economic goals and to enable meaningful access to employment and
business opportunities.
In its efforts to redress the imbalances of the past and to ensure a workforce that is
fully representative of the demographics of Nelson Mandela Bay, the Municipality has
revised its Employment Equity Plan, which is reviewed and reported on annually,
guided by the Department of Labour’s performance review and the ever-changing
legislative, policy and labour market trajectory within which diversity management and
compliance targets have to be achieved.
187
An environment of labour peace and stability is vital to organisational effectiveness,
discipline and improved service delivery. In this regard, the Municipality has prioritised
the aggressive implementation of a Labour Relations Strategy and the formulation and
implementation of an accord between the employer and labour to achieve to a labour
environment that is responsive and supportive of service delivery in general, both from
an institutional and community perspective.
5.4.4 Corporate GIS
The Corporate GIS has become an essential tool for many officials in the NMBM, who
require the system to perform their daily functions. This is evident from the response
received as soon as the system becomes unavailable, i.e. when there is downtime,
which does not occur very often. The use of the GIS has grown significantly over the
past few years and it is seen by many as a tool for enhancing service delivery.
A critical project that is under way within the Corporate GIS Unit is the Integrated Land
Information System (ILIS). This project addresses all processes that relate to land and
will, once implemented in October 2012, provide a single reporting tool from which all
land transactions will be accessed and queried. The following applications will be
captured, managed and reported on in ILIS:
(a) Township establishment applications
(b) Subdivision and Consolidation applications
(c) Rezoning applications
(d) Departure and special consent applications
(e) Sale, acquisition and lease of land applications
(f) Submission of building plans
(g) Submission of site development plans (SDPs)
(h) Housing delivery
188
An essential component of Project ILIS will be to integrate disparate systems, thereby
providing a single workflow for all these applications. The following systems will be
integrated with ILIS:
(a) Promis.net (Billing System)
(b) Lamacs (Land Assets Management Accounting System)
(c) VA3 (Valuations System)
(d) LAMS (Land Application Management System)
(e) Housing Delivery Management System
(f) FMT (Financial Management Tool)
(g) Building Plans Management System
5.4.4.1 Objectives of Corporate GIS
The objective of Corporate GIS is to provide a stable GIS solution to all employees of
the NMBM, enhancing their working environment by providing easy access to
information. This will also impact positively on customer service, as the long delays in
obtaining information will be reduced.
5.4.4.2 Core Functions of Corporate GIS
The core functions of Corporate GIS are:
(a) To manage the GIS software within the institution.
(b) To implement and maintain the IT infrastructure required to run a sustainable
Enterprise GIS solution Manage spatial data within the institution.
(c) To ensure collaboration between directorates that utilise and require spatial data
i.e. ensure the spatial data is kept updated.
(d) To implement standards and ensure that the institution conforms to the relevant
National Standards and legislation.
(e) To make spatial data accessible to all users and decision-makers within the
institution.
189
5.4.4.3 Mandate of Corporate GIS
To implement a world-class Enterprise GIS Solution and ensure that the solution is
sustainable, accurate and reliable.
5.4.4.4 Applications within the NMBM where GIS is being used to meet its objectives,
functions and mandate
(a) A GIS web application is available internally for all NMBM users, while a limited
external GIS web application is available to the public. This external application
only makes non-sensitive information available to the public.
(b) GIS plays an important role in monitoring service delivery, as updated spatial
data, such as imagery, property information, environmental information, civic
infrastructure information, infrastructure information, etc. is analysed and used to
determine the level of service within specific areas or wards. By performing
simple analytical queries, it is quite evident which areas are better serviced.
(c) GIS is being used as an asset register with spatial features such as roads, water
infrastructure, security facilities and health facilities being linked to the financial
system, providing an actual representation of the facility. Included in these
databases is information about the infrastructure, including financial information,
age and material type.
(d) Project ILIS will, once implemented, have a significant impact on revenue
collection, as all properties will be created within Project ILIS, ensuring that
information is captured in-time and accurately and that services are installed on
the correct properties on inception, i.e. when they are created.
190
FIVE-YEAR PERFORMANCE PLAN
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Develop and implement an
IDP and Budget review
schedule
By July 2011
Development of socio-
economic ward profiles
and ward plans for all 60
wards, including an audit
of social infrastructure
backlogs in disadvantaged
areas
By December 2011
Development of a shared
long-term vision (20 – 50
years) and long-term plan
for Nelson Mandela Bay
By March 2012
Strategic planning
and integration
To develop a people-
centred IDP that
meets legislative
requirements and
promote integration
Annual review of the IDP
Number of expo events
held reflecting services
and programmes of the
Municipality
3
191
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Develop annual service
level agreements between
directorates to formalize
interdirectorate service
delivery and accountability
By September 2011
Number of Cluster
meetings held
12 (4 per 3 clusters)
Implementation of Cluster
System
Establishment of an
Integrated Metro Planning
Forum
By June 2012
Innovation and
knowledge management
Implementation of a
Knowledge Management
Strategy
Establishment of a
functional Knowledge
Management Unit
By June 2012
Ensure the GIS application
is accessible to all
employee
100% up time
Strategic planning
and integration
(continued)
To provide a single
interface for accessing
geographic information
on the Metro, which will
underpin municipal
planning processes
Implementation of the
GIS Strategy
Number of employees
provided with GIS software
license
54
192
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Strategic planning
and integration
(continued)
Annual update of the
Pictometry library to allow
for high resolution aerial
imagery of the NMBM
By June 2012
Annual review of the
Performance Management
System
By June 2012
Review and adoption of an
integrated outcomes-
based Performance
Management Policy
By September 2011
Audit of performance
management system and
information
4 quarterly reports
Performance
management
To build a fully
integrated,
capacitated and service
delivery performance-
driven institution
Implementation of
Performance
Management Programme
Approval of the compliant
SDBIP
Within 28 days after
budget approval by
the Executive Mayor
193
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Conclusion of compliant
performance agreements
for Section 57 employees
and the Municipal Manager
o Submission of draft
performance
agreements to
Executive Mayor
o Conclusion and
signing of
performance
agreements by all
parties concerned
o Submission of
performance
agreements to
Council
By July 2011
14 days after budget
approval
By July 2011
By September 2011
Performance
management
(continued)
Submission of
performance reports
indicating performance
gaps and improvements
Quarterly (Sept; Dec;
March & June)
194
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Conduct mid-term and
annual performance
reviews of the NMBM (up
to Grade 12), MBDA and
service providers
Mid-term (February)
and annual (April)
Performance
management
(continued)
Development and
implementation of a
Turnaround Strategy for
Nelson Mandela Bay
Municipality
Implementation of the
Turnaround Strategy
From June 2012, in
line with set timelines
Monitoring and
evaluation
To monitor and evaluate
the implementation of
the Integrated
Development Plan (IDP)
and Budget, in line with
municipal goals and five
year Local Government
Strategic Agenda
implementation plan
Monitoring and evaluation
strategy/Framework
implementation, in
consultation with the
relevant stakeholders
Development and
implementation of a Logic
Model for planning,
monitoring and evaluation
By June 2012
195
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Development of a
Monitoring Plan, which
must include:
• Data collection plan;
• Data analysis, reporting
and review plan
By December 2011
Existence of the Monitoring
and Evaluation Information
System
By March 2012
Number of monitoring and
evaluation reports
produced
4
Existence of a Monitoring
and Evaluation Forum
representing all
directorates
By December 2011
Monitoring and
evaluation
(continued)
Existence of integrated
annual work plans
By December 2011
196
FIVE-YEAR PERFORMANCE PLAN
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
To build a fully
integrated,
capacitated and service
delivery performance-
driven institution
Implementation of
Performance Management
Programme
Roll-out of performance
management (down to
Salary Grade 12)
By June 2012
Implementation of MFMA
regulations on minimum
competencies
Number of officials trained
in National Treasury
minimum competencies
200
Number of employees
trained
4 000
Human resources
development
To develop, grow and
retain skilled and
effective human capital
Skills development
programme for employees
% alignment between
directorate personal
development plans
(PDPs) and skills audit/
performance/competence
assessment outcomes
50%
197
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
% spent on institutional
training budget
95%
150 (Grades 9 – 12) Number of Grades 9 – 12
and unemployed attended
Career Day
400 unemployed
Number of bursaries to be
awarded in critical and
scarce skill areas
20
Number of learnership
programmes implemented
for employed and
unemployed
8
Community Skills
Development Programme
Number of unemployed
graduates placed in
scarce and critical skills
40
Number of employees
mentored
100 Implementation of
Mentorship Programme
Number of employees
trained as mentors and
assessors
50
Human resources
development
(continued)
Compensation and
benefits
Existence of uniform pay
scales
June 2012 and
onwards
198
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
% reduction in labour
disputes
10% To promote sound
labour relations
Labour Relations
% finalisation of all
outstanding labour
disputes in the NMBM/
labour operational plan
100%
Turnaround time for
recruitment (from receipt
of request to advertise to
appointment)
3 months To have an effective
recruitment and
selection system
Recruitment and selection
% success in recruiting
scarce skills
60%
Human resources
development
(continued)
To ensure a smooth
Human Resources
Information System
Effective and efficient HR
Information System
Functional SAP, Human
Capital Management
(payroll, leave, staff
records, employee self
service (ESS) and
Management Self-service
(MSS), time management
and organisational
management)
By June 2012
199
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
To maintain proper filling
of personal files
Reconstruction of
employee’s personal files
% of employees with fully
compliant personal files
100% Human Resources
Development
(continued) Completion of
organisational review
process
By June 2012
Number of people from
employment equity target
groups employed in the
three highest levels of
management, in
compliance with the
Municipality’s approved
Employment Equity Plan:
. Employment Equity Employment Equity Plan
• Top management
(Municipal
Manager, Executive
Directors and
Directors)
74
o AF - 8
o AM - 32
o CM - 7
o CF - 2
o WM - 17
o WF - 5
o IM - 3
o IF - 0
200
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
• Senior management
(Assistant Directors
down to Salary
Grade 12)
579
o AF - 136
o AM -183
o CM - 35
o CF - 140
o WM - 40
o WF - 30
o IM - 11
o IF - 4
Employment equity
(continued)
• Professionally
qualified and
experienced
specialists and mid-
management
(category per
designation)
291
o AF - 51
o AM - 59
o CM - 39
o CF - 14
o WM - 85
o WF - 22
o IM - 18
o IF - 3
201
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Policy alignment
To ensure a uniform and
consistent approach to
policy development and
implementation
Implementation of Policy
Management Framework
Number of policies
rationalised in line with
Policy Development
Framework and relevant
legislation
15
202
5.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Good corporate governance underpins all the programmes and projects
presented in this IDP. Good governance dictates that the Municipality should
conduct its business in an open, transparent and accountable manner. For this to
be realised, community participation is essential. The establishment of a caring
environment requires emphasis not only on community participation, but also on
customer care and responsiveness. With regard to customer care, the
Municipality has embarked on a programme to engage customers with regard to
their level of satisfaction with municipal services and the development of a new
Customer Care Framework. In the current IDP review period, foundational work
has been done in terms of the completion of a comprehensive survey of all types
of customers. Soon thereafter, the focus will shift to embedding a robust system
of customer relations management, anchored in clear service standards,
customer responsiveness, and the monitoring and evaluation of ongoing
customer perceptions and feedback. The revival of the Batho Pele Campaign will
complement this effort and galvanise the institution in embracing a culture of
putting people first.
5.5.1 Hand-over report to newly elected Council
The Municipal Manager, working together with the Chief Financial Officer and
senior managers, should prepare a hand-over report that can be tabled in
Council. The aim of this report is to provide the new Council with important
orientation information regarding the Municipality, the state of its finances, its
service delivery and capital programme, as well as key issues that need to be
addressed.
203
It is proposed that the hand-over report should include:
• An overview of the demographic and socio-economic characteristics of
Nelson Mandela Bay.
• An overview of the organisational structure of the Municipality, stating the
names and contact numbers of senior managers.
• An overview of the key municipal policies that Councillors need to be aware
of, and where they can obtain the full texts of such policies.
• An overview of issues that still need to be address in relation to the
Municipal Turnaround Strategy.
5.5.2 Information and Communications Technology (ICT) Strategy
ICT plays an important role in supporting service delivery. In this regard, it is vital
that the Municipality bridge the so-called digital divide, so that residents will have
access to digital technology, affordable high speed internet and voice services.
This will enhance the competitiveness of the Municipality. The ICT focus will
remain on strengthening the ICT governance framework, including paying
attention to protecting the institution’s ICT network in the face of growing and
sophisticated security threats, extending the reach of ICT services offered by the
Municipality to communities to better enhance access to municipal services and,
in the process, building on continuing efforts to bridge the digital divide and laying
the foundation for a knowledge economy in the city. Other areas of focus are the
development of ICT Disaster Recovery Plans and Business Continuity Plans to
ensure the uninterrupted supply of services during disasters and operational
down-times. Equally, it should be the organisation’s collective responsibility to
ensure that all corporate ICT projects, i.e. Project Kusile, Project ILIS and Project
Billing, are successfully completed and that the necessary governance, decision
making and supporting environments are provided, without losing sight of the
204
importance of continuing to establish value for money accruing from these
projects.
Key supporting objectives are the following:
o Maintaining and developing ICT infrastructure in support of service
delivery.
o Provision of skilled, competent labour force and the promotion of sound
labour relations.
o Ensuring that the institution complies with legislation and its Employment
Equity Plan.
o Promotion of good corporate governance.
o Promotion of a performance-driven culture.
5.5.3 Legislative compliance and corporative governance
Local government operates in a legislative environment, which highlights the
importance of compliance. In this regard, the Municipality’s Legal and Internal
Audit Services Sub-directorate plays a central role. In addition to this Sub-
directorate, the Municipality has a functional Audit Committee.
The challenges that confront the Municipality require a co-operative approach
with other spheres of government, parastatals, institutions of higher learning and
other relevant stakeholders. Furthermore, inter-municipal and international
linkages provide the Municipality with an opportunity to share knowledge,
experiences and best practices.
5.5.4 Public participation and special sector development
Community participation in planning and decision making is a key priority of the
Nelson Mandela Bay Municipality. This involves the following:
205
• Creating an enabling environment for public participation in the planning
and decision-making processes of the Municipality.
• Promoting Ward Committee involvement in municipal governance.
• Alignment, integration, mainstreaming and empowerment of special
sectors (youth, women, children, persons with disabilities and older
persons).
The Municipality has developed an institutional framework to coordinate the
afore-mentioned priorities through Constituency Services as well as desks
(Gender, Youth and Disability). In addition, it is the responsibility of all
directorates to ensure that public participation and special sector development
are central to planning, budgeting and implementation of projects and
programmes. The empowerment of youth, women and people with disabilities is
imperative. This is achieved through a range of initiatives, which include the
following:
o Supply Chain Management processes
o Entrepreneurial support and skills development (youth, women and
people with disabilities)
o Learnership and Internship Programmes
o Early childhood development
o HIV and AIDS programmes
o Programmes assisting vulnerable groups, e.g. orphans
5.5.5 Youth development
Youth development is one of the key strategic priority areas of the Municipality.
Issues of poverty and unemployment affect the youth of our country, and Nelson
Mandela Bay in particular.
206
Key interventions in this regard include the following:
(a) Establishment of a Youth Unit in the first quarter of the 2011/12 financial year.
(b) Providing support in hosting a Youth Summit by December 2011.
(c) Review of youth policies to ensure that they promote youth development.
(d) Increasing the number of youth participating in job creation and skills
development.
(e) Youth empowerment through Supply Chain Management processes.
Back-to-School AIDS Orphans
In 2004, the Municipality’s Back-to-School AIDS Orphans Project won it an
international toolkit award from the United Nations Habitat at the World Urban
Forum. In terms of the project, the Municipality annually hands out school
uniforms and study materials to local school children who have lost their parents
as a result of HIV and AIDS. The project is run in partnership with many
stakeholders, among which Continental Tyres is prominent. In 2011, 120
orphans benefitted from the project.
Mayoral Education Task Team
In response to the fact that many local students study under unacceptable
conditions and in run-down school buildings, a Mayoral Education Task team was
established in 2010 to support local schools and education. Focus areas of the
Task Team will be school renovations and repairs, the promotion of recreational
activities and sports, as well as skills transfer and career development.
Repairs and renovations to the value of R2 million are already being undertaken
at ten local schools, in partnership with local stakeholders. The Task Team
members are broadly representative and include SADTU, the Department of
Education, the NMMU, NAPTOSA, political parties, SASCO, churches,
educational trusts, local business chambers (PERCCI and Nafcoc) and
Cadbury’s.
207
5.5.6 Nelson Mandela Bay enterprise risk management
The Municipality is committed to good corporate governance practices in terms of
the National Treasury’s Public Sector Risk Management Framework and the King
III Report on Corporate Governance. To this end, the Risk Management Unit has
been established to assume the role of institutional advocacy for enterprise risk
management (ERM) by providing specialist expertise and assistance in
integrating risk management throughout the Municipality; including embedding of
risk management practices and fostering a risk aware culture. Furthermore, the
Risk Management Committee has been established and will be operational by
September 2011.
An institutional risk assessment was conducted and risk management plans were
developed that are reviewed on a quarterly basis to determine the effectiveness
of risk mitigation measures. In addition, risk management decisions are
incorporated in all activities and major projects. All the risk management
practices within the Municipality are guided by the risk management policy and
Strategy, which have been approved by Council.
The focus areas under Good Governance and Public Participation that will
receive special attention in the current review, informed by the challenges facing
the Municipality and the requirements of the Local Government Turnaround
Strategy, are as follows:
(a) Enhancing public participation and Ward Committee support, with the
emphasis on vulnerable groups.
(b) Fostering customer care (embedding a culture of customer care and
responsiveness, in the spirit of the revived Batho Pele Campaign).
(c) Promoting good governance and enhancing internal control systems.
208
(d) Enhancing Council oversight and Councillor support.
(e) Provision of legal services and ensuring legislative compliance.
(f) Promoting co-operative governance and improving internal co-ordination
of external visits and engagements.
(g) Promoting youth development.
(h) Mainstreaming of youth, women, children, aged and people with
disabilities.
(i) Managing municipal assets and facilities.
(j) Maintaining and developing ICT infrastructure in support of service
delivery.
(k) Managing and mitigating institutional risks and providing risk assurance.
(l) Elimination of recurring audit findings by Internal Audit and Risk
Assurance Sub-directorate, by Auditor General’s Office.
5.5.7 Council and Committee Services
Council is the highest decision-making structure of the Municipality, in terms of
Section 160(1)(a) of the Constitution. The Council is supported by a Committee
system. The Speaker is the Chairperson of Council, and presides over Council
meetings and exercises oversight over Council Committees. Upholding the
Rules of Order and adherence to the code of conduct by Councillors are central
to the operations of Council.
Council meetings are open to the public and the Municipality also introduced
other initiatives to ensure the involvement of citizens and stakeholders in
decision-making. To this end, the Municipality has created appropriate platforms
such as the Moral Regeneration Movement, the Religious Unit, People’s
Assembly, Annual Opening of Council, and public and outside bodies.
To promote good governance and public participation, the capacitation of
Councillors is essential. The Municipality introduced a number of capacitation
209
programmes, such as the Executive Leadership Programme, the Municipal
Development Programme and local government development programmes.
The key focus areas are the following:
• Provision of Councillor support services and training.
• Development and management of public participation programmes.
• Council oversight functions.
• Promotion of political accountability.
• Enforcing the Rules of Order.
• Management of procedural matters relating to Council and Standing
Committees (motions and questions).
• Management of the Calendar of Meetings.
210
FIVE-YEAR PERFORMANCE PLAN
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Contract management
Development and
implementation of an
electronic contract
management system/
model
By December 2011
Establishment of the 5th
volume of the Municipal
Code
By June 2012
Translation of Volumes 3
and 4 of the Municipal
Code (IsiXhosa and
Afrikaans)
By June 2012
Legal compliance and
support
Approval of the
Enforcement By-law
By September 2011
Adoption by Council of a
system of delegation of
powers for political and
administrative functionaries
By December 2011
Legal Services To ensure legal
compliance and the
protection of Council’s
legal rights and
interests
Delegation of powers
Development and
implementation of a
directorate-based legal
compliance manual
By June 2012
211
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of new projects
emanating from
international relations
partnerships focusing on
poverty, skills and
economic development
implemented in Nelson
Mandela Bay
2
Number of service delivery
and capacity development
partnerships established
with key academic
institutions and
development agencies
By December 2011
(NMMU and Coega
Development
Corporation)
External relations
To promote good co-
operative governance
Implementation of an
Intergovernmental and
Intermunicipal Relations
Programme
Development and
implementation of a
programme between
Cacadu and the NMBM to
maximise benefits from
matters of mutual interest
By December 2011
212
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Addressing inter-
governmental challenges
as reflected in the
Intergovernmental relations
status quo report and Exco
Outreach Report
By June 2012
Existence of a functional
Intergovernmental Forum in
the Metro
By September 2011
Number of IR/IGR Sub-
Committee meetings held
4 (quarterly
meetings)
External relations
(continued)
Implementation of
International Relations
programme in line with
the instructions of the
Department of
International Relations
and Co-operation
(DIRCO) with regard to
the improved co-
ordination of South
Africa’s international
engagements
Protocol training provided
to all Councillors
By June 2012
213
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
Annual review of the 3-year
Risk-based Audit Plan
By June 2012
% implementation of the
Annual Audit Plan
100%
Co-ordination of Audit
Committee meetings
4 (quarterly Audit
Committee meetings)
Development and
implementation of an action
plan to address matters
arising from the Auditor-
General’s Report
By February 2012
Receipt of unqualified Audit
Report from Auditor-
General
By December 2011
Internal controls and
risk assurance
% reduction on recurring
items by the Auditor
General’s Office
100%
Number of awareness
sessions held
1 annual session per
directorate
Internal controls To ensure an ethical,
efficient and
accountable
administration
Implementation of the
Control of Sponsoring
Organisation (COSO)
internal control
framework
Number of COSO control
and risk assessments
1 annual Control Risk
Assessment (CRA)
session per directorate
214
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
Operationalisation of
Risk Management
Committee
Number of Risk
Management Committee
meetings held
4 (quarterly meetings)
1 annual strategic risk
assessment
Number of risk
assessments completed
1 annual operational
risk assessment per
directorate
Risk Assessment
Programme
Review of institutional risk
management plans
Annually by June 2012
Review of anti-fraud and
anti-corruption strategies
By June 2012
Risk Management
To enhance service
delivery by facilitating
the identification of
various risks as well
as the implementation
of effective internal
control systems
Fraud and corruption
Number of awareness
campaigns held
1 annual anti-fraud
and anti-corruption
seminar by September
2011
215
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
12 monthly internal
awareness
publications
Risk Management
(continued)
12 monthly public
awareness sessions
King III Compliance
Programme
Number of compliance
reviews held to assess
compliance by the
institution with King III
1 annual review Good Corporate
Governance
Combined assurance
programme
Implementation of
combined assurance
programme
By December 2011
216
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Key service delivery
issues to be proactively
delivered and profiled in
media and to the
community
Quarterly
Communicating key
Mayoral and Council
decisions made to the
community via media
releases
Monthly
% increase in the number
of visitors to the municipal
website (both nationally
and internationally)
10% per annum
Communication To ensure an
informed and
responsive citizenry
that takes part in all
key municipal
planning
and decision-making
processes
Implementation of
Communication Programme
Production and publication
of an informative
community magazine and
staff newsletter
Bi-monthly (6
editions per annum)
217
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Communication Roll-out of NMBM
Language Policy
Production of summarised
version of the strategic
documents of the
Municipality (IDP/Budget
and Annual Report) in
English, Afrikaans, and
IsiXhosa
By June 2012
Standardised Complaints
Handling Protocol for all
directorates implemented
9 directorates and
the Offices of the
Executive Mayor and
Municipal Manager
Acknowledge in
72 hrs
Enquiries 72 hrs
Enquiries and complaints
received and resolved
within target times
Complaints resolved
in 120 hrs
Customer Care
To promote people-
centred and people-
driven service
delivery
characterised by
equity, quality,
timeousness and a
strong code of ethics
Implementation of an
Integrated Customer Care
Services underpinned by
Batho Pele Principles
Existence of a single
integrated Customer Care
Centre
1 (Joint Operation
Centre)
218
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Customer care
(continued)
To promote people-
centred and people-
driven service
delivery
characterised by
equity, quality,
timeousness and a
strong code of ethics
Implementation of
Integrated Customer Care
Services underpinned by
Batho Pele Principles
Functional Motherwell
Thusong Service Centre
By June 2012
Completion of annual
asset verification of all
movable assets
By June 2012
Number of Councillor
offices upgraded
3 (Wards 23, 10 and
59)
Number of Councillor
offices constructed
1 (Ward 31)
Assets and facilities
Management
To ensure that the
assets of the
institution are
managed,
maintained,
controlled and
safeguarded
Asset management and
facilities management
Programmes
Number of community
halls constructed
3 (Wards 16, 18 and
31)
219
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Number of ICT Steering
Committee meetings held
4
Number of ICT Business
Continuity and Disaster
Recovery Tests
Undertaken
1 annually
Number of Independent
ICT Security Tests
Undertaken
4
Business Continuity and
Disaster Recovery Plans
Completed
By June 2012
Completed ICT security
Blueprint
By June 2012
% recurring ICT related
audit (by internal and
external auditors) findings
0%
Information and
Communication Technology
To organise ICT
as a means of
improving
organisational
efficiency,
effectiveness and
service delivery
Integrated ICT delivery
% network availability
99%
220
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Establishment of Ward
Committee system
By December 2011
Number of Ward
Committee meetings held
(per Ward per annum)
6
% Ward Committees that
are fully functional
90%
Public Participation To promote public
participation and
community involvement
in planning and decision
making in the
Municipality
Implementation of
Integrated Public
Participation Strategy
Number of outreach
programmes held
2
120 (women) Number of women and
people with disabilities
provided with
entrepreneurship and
skills development support
30 (people with
disabilities)
Special Sector Development To promote the
development, integration
and mainstreaming of
special sectors (women,
children, aged and
people with disabilities)
Implementation of
mainstreaming
programmes benefiting
special sectors
Number of children
benefiting from “Take a
Girl-child to Work”
Programme
150
221
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Number of HIV and AIDS
orphans benefiting
through the provision of
uniforms and stationery as
part of the Back to School
AIDS Campaign
110
Hosting of Right to Learn
campaign
By January 2012
Special Sector development
(continued)
Number of national Pride
celebrations hosted
10 (International
Women’s Day, Human
Rights Day, Freedom
Day, May Day,
International Children’s
Day, Youth Day,
Women’s Day,
Heritage Day, Aged
Day, International
Disability Day)
222
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Existence of a budgeted
and functional Youth Unit
By September 2011
Providing support in
hosting a Youth Summit
By September 2011
Review of youth policies
and the Youth
Development Strategy
By December 2011
Number of youth provided
with entrepreneurship and
skills development support
120
Youth Development To mainstream and
integrate youth
development in the
organs of state, private
sector and civil society
for sustainable youth
development in Nelson
Mandela Bay
Implementation of Youth
Policy and Strategy
Number of rural youth
brigades focusing on
literacy, environmental
protection, HIV and AIDS
and education
10 (Wards 40 and 60)
223
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KEY PERFORMANCE
ELEMENTS
SUPPORTING
OBJECTIVES
5-YEAR PROGRAMMES/
PROJECTS
KEY
PERFORMANCE
INDICATORS
2011/2012 TARGET
To inform and provide the
new Council of the State of
the institution
Induction and Orientation
Programme for elected
Councillors
Submission of a
handover report
By July 2011
Number of Council
meetings held
16 Implementation of Rules of
Order
Turnaround time for
the submission of
Oversight Report to
Council (number of
months from tabling
to adoption)
2 months
Establishment of a
one-stop Service
Centre for Councillor
Support
By December 2011
30 Training
Council oversight and
support services
Implementation of Councillor
Support Policy
Number of
Councillors provided
with training
120 induction
2 (Moral
Regeneration
Movement)
2 (Religious event)
1 (Opening of
Council)
Stakeholder Participation
Deepen democracy through
the provisioning of Council
Oversight as well as
implementation of
Councillor Support and
stakeholder participation
Moral regeneration
stakeholder participation
Number of events
held
1 (People’s
Assembly)
224
CHAPTER SIX
FINANCIAL SUSTAINABILITY AND VIABILITY
Although the Nelson Mandela Bay Municipality maintained a favorable credit rating of
Aa3.za, as issued by Moody’s Investor Services for the 2008/09 financial year, the
NMBM is currently experiencing a cash-flow challenge, as a result of which insufficient
cash is available to support its current service delivery obligations.
The root causes of the cash flow situation are as follows:
• The lack of credible and fully cash-backed budgets for both the 2009/10 and
2010/11 financial years.
• Inadequate cash-flow management, forecasting and monitoring. The cash
challenge required that cash management procedures, developed around a
healthy cash environment, be adapted to fit the current challenging cash
situation.
• Inadequate financial management relating to both operating and capital
expenditure.
• Inadequate management of the Housing Revolving Fund. which is used to
bridge fund housing related expenditure.
• Limited effectiveness of current credit control and debt collection measures,
including the inability of government departments to settle their municipal
accounts within one calendar month.
• Limitations in revenue growth/generation, such as the current global economic
conditions, which are contributing to higher levels of unemployment and
poverty. This reality is threatening the rates base of the Municipality and
diminishing potential revenue streams.
• Other contributing factors, such as the financial burden placed on the NMBM to
fund the shortfall on the construction costs of the Nelson Mandela Bay Stadium
from its own reserves.
225
In order to address the root causes listed above, the NMBM developed a
comprehensive Financial Recovery Plan, which will place the institution in a sound and
sustainable financial position and ensure its ability to meet its obligations.
The following key strategies constitute a summary of the key strategies that have been
identified for achieving the objectives of the Financial Recovery Plan:
Short-term Strategies
• Development of a credible and cash-backed budget
• Effective cash-flow management, forecasting and monitoring
• Effective management of operating and capital expenditure
• Improved management of the Housing Revolving Fund
• Effective implementation of credit control and debt collection measures
Medium-term Strategies
Implementation of a Revenue Enhancement Strategy, which includes the following:
• Enhancement of the current revenue base. The NMBM should take into account
the socio-economic factors of its surroundings and promote initiatives aimed at
sustainable revenue growth.
• Current revenue streams must be properly managed. Strategies must be
introduced to reduce electricity and water losses to the absolute minimum.
• Existing fees, tariffs and charges must be reviewed annually in order to ensure
that the revenue attributable to fees and charges are maximised and that the
bases for determining fees and charges is cost reflective and/or market related.
• Identification and attraction of additional revenue streams through the Donor
Management/Funding Strategy, in support of the NMBM’s service delivery
mandate.
226
Although the 2009/10 credit rating process is still in progress, the strategies
implemented by the NMBM as formalised through the Financial Recovery Plan,
together with the earlier approval of the 2010/11 adjustments budget during October
2010, have ensured that the NMBM maintained its financial reputation among leading
financial institutions. This is confirmed by the fact that in the midst of the cash flow
situation the NMBM was able to secure a long-term loan of R470 million at a fixed
interest rate of 9.69%, which is below the current rate of prime plus one percent.
Financial management supports the IDP of the Municipality by striving to provide a
stable and sustainable financial environment from which Council can deliver services
to all residents. This is done mainly through the following specific strategic priorities
for the Budget and Treasury Directorate within an overall five-year development plan:
(a) Ensuring a legally compliant IDP-based budget that enhances financial
sustainability.
(b) Ensuring sustainable and improved revenue generation and collection.
(c) Expanding the revenue base by identifying additional sources of revenue and
ensuring sustainable growth in the revenue base.
(d) Providing efficient and effective Cash Management and Asset Risk
Management systems.
(e) Providing efficient and effective expenditure management and control
processes.
(f) Ensuring a sound and legally compliant system of financial management,
advice, control, accounting and reporting.
(g) Providing effective and efficient Supply Chain Management processes
(h) Providing effective and efficient customer service centres.
Each of these priorities is allocated to the appropriate Sub-Directorate within the
Budget and Treasury Directorate responsible for the implementation thereof and is
addressed within the performance plan together with the key performance areas.
227
6.1 Financial risks and key challenges
In order to maintain and improve the financial position of the NMBM, certain risks need
to be managed, while financial management practices need to be continuously
improved. The key financial risks confronting the Municipality can be summarised as
follows:
(a) Non-achievement of the budgeted revenue collection rate
(b) Inability of consumers to financially afford the tariff increases for the 2011/12 to
2013/14 financial years
(c) Revenue associated with Provincial Government grants and subsidies is not
realistic
(d) Failure to maintain a cost coverage ratio of one month
(e) 2011/12 to 2013/14 capital budgets are funded from government grants and
subsidies only
(f) Inefficient spending of the Budget
(g) Consideration and approval of ad hoc spending requests without the associated
funding
(h) Failure to maintain the Housing Revolving Fund Threshold below the R100
million limit
(i) Reimbursement to National Treasury of unspent conditional grants
(j) Insufficient cash available to pay service providers
(k) Self-insurance Fund is not cash-backed
(l) Service delivery agreements are not being concluded timeously for Health,
Housing and Transport functions
(m) Grants and subsidies are not forthcoming as per the DORA schedules
Inaccurate cash flow forecasting supplied by directorates
(o) Theft and fraud
(p) Inadequate management of inventory
(q) Inadequate management of procurement processes
(r) Moratorium on land sales
(s) Ineffective monitoring of cash receipted
(t) Delayed implementation of the Debt Relief Programme
(u) Slow implementation of the water management devices
228
(v) Inaccurate billing
(w) Abuse of the ATTP subsidy
x) Threat of rates boycott
The above risks are contained within the Risk Register of the Budget and Treasury
Directorate and are updated on a regular basis to monitor the effectiveness of the
actions undertaken to mitigate the risks.
6.2 Ongoing sustainability of NMBM
In order to assess the liquidity of the NMBM on an on-going basis, it is essential that
various financial ratios, trend analysis and other measurement mechanisms be utilised
to assess the cash position to support the implementation of the Budget. The following
ratios have been included in the IDP in order to assess the adequacy of the available
cash and cash equivalents to meet the NMBM’s commitments flowing from the
approved Budget:
• Debt to income ratio
• Debtors’ collection rate
• Creditors’ payment days
• Cost coverage ratio
The supporting objectives of each Sub-Directorate are summarised as follows:
Budget and Financial Accounting
• Ensuring a legally compliant IDP-based budget, that enhances financial
sustainability.
• Preparation of annual financial statements in terms of legislation.
• Co-ordination, control, implementation and maintenance of efficient and
adequate financial accounting systems.
• Effective Budget control.
229
Office of the Treasury and Financial Support
• Effective and efficient cash and investment management
• Effective risk management and insurance provision for Council’s assets
• Skills development
• Performance management
• Management of the Housing Revolving Fund
• Daily management of electronic fund transfers
Expenditure Management and Financial Systems
• Management and control of creditor administration, payment systems,
processes and procedures
• Management of manpower remuneration processes
• Research, development, implementation and maintenance of efficient IT
systems
Supply Chain Management
• Co-ordination and control of tender and procurement processes
• Co-ordination, control and maintenance of municipal stores operations,
processes and procedures
Revenue Management and Customer Care
• Management, implementation, maintenance and control of meter reading and
billing processes
• Establishment, management and control of customer care centres
• Management, control and maintenance of the Assistance to the Poor Scheme
• Management, co-ordination and control of all revenue collection, including
arrear debt management and credit control
In pursuing the above supporting objectives, the following five-year performance plan
was introduced to achieve a stable and sustainable financial environment:
230
FIVE-YEAR PERFORMANCE PLAN
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
% revenue collection rate 93.75% by June 2012
Number of new successful
donor funding received
2 by June 2012
Revenue
Management and
Customer Care
To ensure
sustainable and
improved revenue
generation,
collection and
customer care
Implementation of Revenue
Enhancement Programme
% error rate of the billing
System
2%
231
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
Turnaround time for bank
reconciliations (number of days
from month end to completion
of reconciliation)
Ordinary accounts
20 days
Financial Viability
Main account 35 days
Sustaining the Municipality’s
current credit rating
Credit rating of Aa3.za with
stable outlook to be sustained
By June 2012
Cash and asset
risk management
To provide
efficient and
effective cash
management and
asset risk
management
systems
Legislative compliance and
implementation of budget
process plan
% compliance with the MFMA
14 urgent priorities reporting
framework
100% by June 2012
232
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
To ensure a
legally compliant
budget that
enhances
financial
sustainability
Legislative compliance and
implementation of Budget
process plan
Approval of legislative
compliant Budget that is cash
backed
By June 2012
A debt servicing costs to
annual operating income ratio
(debt coverage ratio)
15% by June 2012
% outstanding service debtors
to revenue
15% by June 2012
Budgets and
Financial
Accounting
To ensure a
sound and legally
compliant system
of financial
management,
advice, control
accounting and
reporting
Financial viability
Cost coverage ratio One month
233
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
Submission of financial
statements to Auditor-General
By 31 August 2011
Personnel costs as a % of total
operating income
34% by June 2012
% of the Municipality’s Capital
Budget spent on capital
projects as per the IDP
95% by June 2012
% of the Municipality’s
approved Operating Budget
spent
95% by June 2012
% of the Municipality’s
approved Budget spent on
implementing its Workplace
Skills Plan
0.01% by June 2012
Budgeting and
financial
accounting
(continued)
% of the Municipality’s
approved Budget spent on
repairs and maintenance
7% by June 2012
234
6.3 Financial Plan
This plan is prepared in terms of Section 26 (h) of the Local Government :
Municipal Systems Act, as amended, which stipulates that a financial plan
must be prepared as part of the Integrated Development Plan.
The five-year financial plan includes an Operating Budget and Capital Budget
informed by the IDP priorities. It takes into account the key performance
areas of the IDP. All programmes contained in the budget are reflected in the
IDP. The review of the Municipality’s IDP has a ripple effect on the budget.
In addition to being informed by the IDP, the municipal fiscal environment is
influenced by a variety of macro-economic control measures. National
Treasury determines the ceiling of year-on-year increases in the total
Operating Budget, whilst the National Electricity Regulator (NER) regulates
electricity tariff increases. Various government departments also affect
municipal service delivery through the level of grants and subsidies.
6.3.1 Budget assumptions
The multi-year budget is underpinned by the following assumptions:
6.3.1.1 Financial targets
2011/12 2012/13 2013/14 2014/15 2015/16
Income % % % % %
Water tariff increase 15.0 15.0 15.0 15.0 15.0
Sanitation tariff increase 14.0 14.0 14.0 14.0 14.0
Refuse tariff increase 14.0 14.0 14.0 14.0 14.0
Property rates increase 14.0 14.0 14.0 14.0 14.0
Electricity tariff increase 24.75 20.94 20.94 20.94 20.94
Growth in revenue base (on average except
Electricity)
Revenue collection rates 93.75 93.75 93.75 93.75 93.75
Expenditure
Total expenditure increase allowed (excluding
repairs and maintenance)
8.0 12.7 12.9 12.9 12.9
235
2011/12 2012/13 2013/14 2014/15 2015/16
Expenditure (continued)
Salary increase 10.0 7.5 8.8 8.8 8.8
Increase in repairs and maintenance 11.0 7.6 7.7 7.7 7.7
Increase in bulk purchase of power costs 26.6 24.9 24.9 24.9 24.9
6.3.1.2 Operating Budget
Budgeted Financial Performance (revenue and expenditure)
Description
2011/12 Medium Term Revenue &
Expenditure Framework LTFS
R thousand
Budget
Year
2011/12
Budget
Year
+1 2012/13
Forecast
+2 2013/14
Forecast
2014/15
Forecast
2015/16
Revenue By Source
Property rates 980,869 1,088,768 1,208,537 1,337,731 1,570,613
Service charges - electricity revenue 2,753,364 3,329,835 4,027,151 4,870,436 5,890,306
Service charges - water revenue 479,797 551,727 634,440 729,606 839,047
Service charges - sanitation revenue 301,789 344,039 392,204 447,113 509,708
Service charges - refuse 137,588 146,024 154,987 176,685 201,421
Rental of facilities and equipment 18,791 19,934 21,149 22,418 23,763
Interest earned - external investments 21,257 22,264 23,600 25,488 27,527
Interest earned - outstanding debtors 78,993 83,733 88,757 94,082 99,727
Fines 24,998 26,498 28,088 29,773 31,560
Licences and permits 7,399 7,843 8,314 8,813 9,342
Agency services 1,402 1,486 1,575 1,670 1,770
Transfers recognised 1,365,272 1,424,589 1,519,764 1,610,950 1,707,607
Other revenue 207,738 215,782 233,928 252,642 270,327
Gains on disposal of PPE
Total Revenue 6,379,256 7,262,522 8,342,494 9,607,407 11,182,718
Expenditure By Type
Employee related costs 1,873,159 2,013,418 2,191,379 2,384,220 2,594,032
Remuneration of councillors 51,084 55,426 60,414 65,730 71,515
Debt impairment 193,796 227,085 266,177 321,367 382,972
Depreciation & asset impairment 689,192 775,871 763,004 783,004 850,000
Finance charges 219,917 201,307 189,942 175,310 162,978
Bulk purchases 1,931,746 2,405,494 2,995,017 3,740,776 4,672,230
Other materials 473,632 509,575 548,847 591,073 636,585
Contracted services 272,475 290,509 313,696 354,163 399,850
Grants and subsidies 424,861 470,943 520,814 575,968 636,963
Other expenditure 419,124 393,632 421,063 450,420 481,949
Loss on disposal of PPE – – – – –
Total Expenditure 6,548,986 7,343,260 8,270,354 9,442,031 10,889,074
Surplus/(Deficit) (169,730) (80,738) 72,140 165,376 293,644
236
6.3.2 Statutory requirements specific to Capital Budget
The vehicle through which the needs of the Municipality are identified
and its priorities are set is the Integrated Development Plan. The Capital
Budget must be allocated to cover the higher priority projects in the IDP.
The Municipal Finance Management Act (Act 56, 2003), states that:
“19.1 A Municipality may spend money on a capital project only if-: -
(a) the money for the project, excluding the cost of feasibility
studies conducted by or on behalf of the Municipality, has
been appropriated in the capital budget;
(b) the project, including the total cost, has been approved by the
council;
(d) the sources of funding have been considered, are available
and have not been committed for other purposes.
19.2 Before approving a capital project in terms of Section 19 (1) (b), the
council of a municipality must consider-
(a) the project cost covering all financial years until the project is
operational; and
(b) the future operational costs and revenue on the project,
including municipal tax and tariff implications.”
237
Furthermore, the Financial Standing Orders state that
“1.5 Every
Manager shall, in respect of the activities of the Business Unit, in
consultation with the Business Unit Manager : Budget and
Treasury, prepare: -
(b) a draft Capital Budget in respect of the ensuing financial
year and a draft Capital Programme for the following two
financial years, based on the following principles:
(c) Year Two of the current Capital Programme shall become
the new Capital Budget and Year Three of the current
Capital Programme shall become Year Two in the new
Capital Programme and
(i) New projects shall enter the Programme in Year Three.”
238
6.3.3 2011/12 to 2015/16 Capital Budget by Directorate
Budgeted Capital Expenditure by vote, standard classification and funding
Vote Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget
Year
2011/12
Budget
Year +1
2012/13
Budget
Year +2
2013/14
Budget
Year +3
2014/15
Budget
Year +4
2015/16
Capital expenditure - Municipal Vote
Multi-Year expenditure to be appropriated
Budget and Treasury 58,465 65,761 12,500 15,000 15,000
Public Health 15,594 12,100 16,543 50,000 80,000
Housing and Land 80,000 123,100 119,100 155,000 183,000
Economic Development, Tourism & Agriculture 20,000 20,000 0 15,000 17,000
Recreational & Cultural Services 9,000 7,000 8,500 20,000 25,000
Corporate Administration 30,500 5,500 13,100 35,000 35,000
Rate and General Services - Engineers 504,800 642,090 964,000 840,000 895,000
Water 468,000 143,688 179,550 154,500 145,450
Sanitation 116,373 190,020 207,940 160,000 185,000
Electricity and Energy 71,000 68,000 73,000 110,700 139,770
Executive and Council 12,000 10,000 10,000 15,000 15,000
Safety and Security 1,000 1,000 3,000 20,000 30,000
Motherwell Urban Renewal Programme 19,075 10,000 0 0 0
Strategic Programmes Directorate 29,200 3,910 0 10,000 10,000
Capital Multi-year expenditure sub-total
Capital Expenditure - Standard
Executive & Council 12,000 10,000 10,000 15,000 15,000
Budget & Treasury Office 58,465 65,761 12,500 15,000 15,000
Corporate Services 30,500 5,500 13,100 35,000 35,000
Planning & Development 68,275 33,910 0 25,000 27,000
Health 4,094 500 1,500 15,000 20,000
Community & Social Services 8,000 4,000 2,500 8,000 10,000
Housing 80,000 123,100 119,100 155,000 183,000
Public Safety 1,000 1,000 3,000 20,000 30,000
Sport and recreation 1,000 3,000 6,000 12,000 15,000
Waste Water Management 116,373 190,020 207,940 160,000 185,000
Waste management 2,500 3,500 7,943 15,000 30,000
Road Transport 504,800 642,090 964,000 840,000 895,000
Environmental protection 9,000 8,100 7,100 20,000 30,000
Water 468,000 143,688 179,550 154,500 145,450
Electricity 71,000 68,000 73,000 110,700 139,770
Total Capital Expenditure - Standard 1,435,007 1,302,169 1,607,233 1,600,200 1,775,220
239
Funded by:
National Government 1,184,467 915,600 1,236,000 1,259,500 1,330,450
Provincial Government
Other Grants & Subsidies 37,000 127,500 116,000
Total Capital transfers recognised 1,221,467 1,043,100 1,352,000 1,259,500 1,330,450
Public contributions & donations 38,000 33,000 37,000 40,700 44,770
Borrowing
Internally generated funds 175,540 226,069 218,233 300,000 400,000
Total Capital Funding 1,435,007 1,302,169 1,607,233 1,600,200 1,775,220
6.3.4 Alignment of the Budget with IDP
The Integrated Development Plan (IDP) determines and prioritises the needs
of the community.
The key strategic focus areas of the IDP are as follows:
(a) Municipal transformation and development
(b) Service delivery and infrastructure development
(c) Local economic development
(d) Financial sustainability and viability
(e) Good governance and public participation
240
6.3.5 Budget according to IDP priorities
M
u
n
i
c
i
p
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
a
n
d
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
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
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
F
i
n
a
n
c
i
a
l
S
u
s
t
a
i
n
a
b
i
l
i
t
y
a
n
d
V
i
a
b
i
l
i
t
y
G
o
o
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
T
o
t
a
l
R '000 R '000 R '000 R '000 R '000 R '000
2011/12 Budget
Capital Expenditure
113,472 1,009,488 241,127 28,368 42,552 1,435,007
Operating Expenditure
655,981 3,011,706 675,665 1,256,620 949,014 6,548,986
Total 769,453 4,021,194 916,792 1,284,988 991,566 7,983,993
2012/13 Budget
Capital Expenditure
102,968 916,040 218,806 25,742 38,613 1,302,169
Operating Expenditure
676,188 3,571,894 704,463 1,405,248 985,467 7,343,260
Total
779,156 4,487,934 923,269 1,430,990 1,024,080 8,645,429
2013/14 Budget
Capital Expenditure
127,090 1,130,645 270,066 31,773 47,659 1,607,233
Operating Expenditure
761,173 3,998,990 793,144 1,581,476 1,135,571 8,270,354
Total 888,263 5,129,635 1,063,210 1,613,249 1,183,230 9,877,587
FIGURE 4: 2011/12 Expenditure by IDP priorities
Municipal
Transformation and
Development
10%
Service Delivery and
Infrastructure
Development
50%
Local Economic
Development
12%
Financial
Sustainability and
Viability
16%
Good Governance
and Public
Participation
12%
241
6.3.6 The Budgeted Financial Position
The budgeted financial position of the municipality taking into account the
capital and operating income and expenditure is as follows:
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2011/12
Budget Year
+1 2012/13
Budget Year
+2 2013/14
Budget Year
+3 2014/15
Budget Year
+4 2015/16
ASSETS
Current assets
Cash 200,000 200,000 200,000 200,000 200,000
Call investment deposits 228,084 478,239 875,001 1,000,000 1,300,000
Consumer debtors 650,000 682,500 682,500 682,500 682,500
Other debtors 180,000 180,000 180,000 180,000 180,000
Current portion of long-term receivables 20 20 20 20 20
Inventory 100,000 106,000 112,360 119,102 126,247
Total current assets 1,358,104 1,646,759 2,049,881 2,181,622 2,488,767
Non current assets
Long-term receivables 63,499 60,324 57,308 54,442 51,221
Investments 20 20 20 20 20
Investment property
Investment in Associate
Property, plant and equipment 12,396,167 12,856,706 13,688,434 14,483,116 15,212,045
Agricultural
Biological
Intangible 401,071 386,617 321,794 275,579 236,001
Other non-current assets
Total non current assets 12,860,757 13,307,668 14,075,556 14,813,157 15,499,287
TOTAL ASSETS 14,218,861 14,954,427 16,125,437 16,994,779 17,988,054
LIABILITIES
Current liabilities
Bank overdraft
Borrowing 98,682 106,307 114,115 105,897 95,297
Consumer deposits 82,585 85,150 87,704 90,194 92,848
Trade and other payables 1,240,000 1,314,400 1,393,264 1,476,860 1,565,472
Provisions 53,600 58,960 64,856 71,341 78,475
Total current liabilities 1,474,867 1,564,816 1,659,939 1,744,292 1,832,092
242
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2011/12
Budget Year
+1 2012/13
Budget Year
+2 2013/14
Budget Year
+3 2014/15
Budget Year
+4 2015/16
Non current liabilities
Borrowing 1,729,021 1,622,715 1,508,600 1,402,703 1,307,405
Provisions 1,217,376 1,328,114 1,449,926 1,583,918 1,731,310
Total non current liabilities 2,946,397 2,950,829 2,958,526 2,986,621 3,038,715
TOTAL LIABILITIES 4,421,264 4,515,645 4,618,465 4,730,913 4,870,807
NET ASSETS 9,797,596 10,438,781 11,506,972 12,263,866 13,117,247
COMMUNITY WEALTH/EQUITY
Accumulated Surplus/(Deficit) 3,293,806 3,096,480 3,046,298 3,160,332 3,118,143
Reserves 6,503,790 7,342,301 8,460,674 9,103,543 9,999,104
Minorities' interests
TOTAL COMMUNITY WEALTH/EQUITY 9,797,596 10,438,781 11,506,972 12,263,866 13,117,247
6.3.7 Investment income
Interest earned on investments will amount to approximately R21.2million in
2011/12 and is therefore an important source of funding for the Municipality.
Section 2 refers to the Investment Policy, which ensures that the Municipality
receives an optimum return on its investments, with minimal risk.
6.3.8 Cash flow statement
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget
Year
2011/12
Budget
Year +1
2012/13
Budget
Year +2
2013/14
Budget
Year +3
2014/15
Budget
Year +4
2015/16
CASH FLOW FROM OPERATING ACTIVITIES
Receipts
Ratepayers and other 4,301,455 5,030,908 5,904,826 6,930,552 8,134,389
Government - operating 1,352,091 1,424,589 1,519,764 1,621,298 1,729,924
Government - capital 1,268,467 1,043,100 1,352,000
1,259,500
1,330,450
Interest 21,257 22,264 23,600 25,488 27,017
Payments
Suppliers and employees -4,964,312 -5,577,613 -6,432,671 -7,416,704 -8,551,459
Finance charges -207,591 -197,107 -185,825 -174,506 -161,275
Transfers and Grants -93,307 -98,905 -101,266 -107,341 -113,782
NET CASH FROM/(USED) OPERATING ACTIVITIES 1,628,060 1,648,720 2,080,571 2,138,287 2,395,264
243
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of PPE
Decrease (Increase) in non-current debtors
Decrease (increase) other non-current receivables 1,297 -825 -984 -994 -1053
Decrease (increase) in non-current investments 0 0 0 0 0
Payments
Capital assets -1,434,966 -1,300,139 -1,578,929 -1,657,929 -1,678,929
NET CASH FROM/(USED) INVESTING ACTIVITIES -1,433,669 -1,300,964 -1,579,913 -1,658,923 -1,679,982
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Short term loans
Borrowing long term/refinancing 0 0 0 0 0
Increase in consumer deposits -17,693 2,565 2,554
2,674 2,553
Payments
Repayment of borrowing -92,211 -96,682 -106,307 -114,115 -105,897
NET CASH FROM/(USED) FINANCING ACTIVITIES -109,904 -96,117 -103,753 -111,561 -103,344
NET INCREASE/ (DECREASE) IN CASH HELD 134,487 250,155 396,762 367,803 611,938
Cash/cash equivalents at the year begin: 293,596 428,084 678,239 1,075,001 1,442,804
Cash/cash equivalents at the year end: 428,084 678,239 1,075,001 1,442,804 2,054,742
6.3.9 Key performance indicators
The following financial indicators identify medium-term projections against past
performance.
These indicators and others will be monitored throughout the financial years
covered by the Budget.
Financial Indicators Basis of
Calculation
2011/12 2012/13 2013/14 2014/15 2015/16
Borrowing
Management
Borrowing to Asset
Ratio
Total Long Term
Borrowing/Total
Assets
12.2% 10.9% 9.4% 8.3% 7.3%
Capital Charges to
Operating Expenditure
Interest and
Principal
Paid/Operating
Expenditure
4.8% 4.1% 3.6% 3.1% 2.5%
Safety of Capital
Debt to Equity Loans, Accounts
Payable & Tax
Provision/Funds &
Reserves
45.1% 43.3% 40.1% 38.6% 37.1%
244
Financial Indicators Basis of
Calculation
2011/12 2012/13 2013/14 2014/15 2015/16
Gearing Funds &
Reserves/Long
Term Borrowing
26.6% 22.1% 17.8% 15.4% 13.1%
Liquidity
Current Ratio Current
Assets/Current
Liabilities
0.9
1.1
1.2
1.3
1.4
Revenue
Management
Outstanding Debtors
to Revenue
Total Outstanding
Debtors/Annual
Revenue
14.0% 12.8% 11.1% 9.5% 8.2%
6.3.10 Budget related policies
6.3.10.1 Financial Management Policies
The financial management policies were approved by Council on
7 December 2006.
These policies cover budget principles and processes, including Adjustment
Budgets. In addition, the following areas are addressed:
(a) Medium-term income and expenditure framework
(b) Income
(c) Supply chain management
(d) Creditors and payments
(e) Goods and materials
(f) Operating and capital expenditure
(g) Credit rating
(h) Salaries, wages and allowances
(i) Loans
(j) Risk management and insurance
(k) Accounting
(l) Audit matters
(m) Asset management
245
6.3.10.2 Revenue Enhancement Master Plan
This Plan addresses:
(a) Applications for the supply of municipal services, service agreements,
deposits, screening, payment for services supplied, and billing
(b) Assessment rates
(c) Non-payment of municipal accounts
(d) Metering equipment and metering of services
(e) Miscellaneous provisions
The aim of the Policy is to achieve the active participation of the community in
revenue management and to ensure efficient, effective and transparent
dealings with municipal customers.
6.3.10.3 Assistance to the Poor
With an unemployment rate in excess of 35%, Council adopted an Assistance
to the Poor Policy. This Policy caters for free basic services for approximately
112 000 qualifying households.
6.3.10.4 Cash Management and Investment Policy
The Cash Management and Investment Policy, which complies with the
Municipal Finance Management Act, was approved in December 2005.
The objectives of this Policy are to ensure that cash resources are managed
efficiently and effectively and that the Municipality receives an optimum yield
at minimal risk. The Chief Financial Officer is responsible for managing
municipal investments and ensuring that a detailed investment register is
maintained.
246
Permitted investments are identified and must be made by the Municipality
through the exercise of due care.
Additional issues covered, are:
(a) Prohibition of payment of commissions
(b) Reporting requirements
(c) Diversification of investments
(d) Accounting for trust funds; and
(e) Establishment of an Investment Panel
The successful implementation of integrated development planning over the
medium-/long-term requires proper alignment and harmonisation between the
IDP, the budget, and provincial and national policy frameworks.
Below is a summary of operational and capital budget expenditure for the
short term:
6.3.11 Capital and Operating Budgets
Capital expenditure analysed in terms of the various directorates of the
Municipality is presented in Figure 5 below.
247
FIGURE 5: 2011/12 Capital Budget by Directorate
The main sources of capital income used to finance the capital expenditure
are reflected in Figure 6 below.
248
FIGURE 6: 2011/12 Capital Budget by Finance Sources
6.3.12 Capital budgets priority rating system
The system ranks projects from the highest to the lowest priority when budget
allocations are considered.
The system is premised on the supporting the key strategic focus areas of the
IDP. Relative weights are allocated to each strategic focus areas of the IDP.
Projects are then assessed against these weighted strategic focus areas of
the IDP taking into account the relative importance of the projects.
The priority rating system will be used for all project funding requests.
249
6.3.13 Analysis of total income and expenditure
The main income sources used to pay for operating expenditure are shown in
Figure 7 below.
FIGURE 7 : 2011/12 Statement of Financial Performance – Budgeted income
250
The main categories of spending, reflected as a percentage of the total
budget, are shown below.
FIGURE 8: 2011/12 Statement of Financial Performance – Budgeted expenditure
251
CHAPTER SEVEN
PERFORMANCE MANAGEMENT, MONITORING AND EVALUATION
7.1 PERFORMANCE MANAGEMENT
The objective of Performance Management is to describe, measure, evaluate
and report on how the Municipality’s processes relating to the implementation
of the Integrated Development Plan (IDP) will be conducted, organized and
managed including determining the different role players, stakeholders and
key timelines. Performance management therefore holds the key to the
successful implementation of the IDP and Budget.
Integrated development planning enables the achievement of the planning
stage of performance management. The Service Delivery and Budget
Implementation Plan (SDBIP), the Performance Information System as well as
performance agreements and plans underpin effective Performance
Management.
7.2 DEFINITIONS OF KEY PERFORMANCE MANAGEMENT
CONCEPTS
CONCEPT DEFINITION
Integrated Development Planning It is the Municipality’s principal people-driven
strategic developmental planning document.
Importantly, it ensures close co-ordination
and integration between projects,
programmes and activities, both internally
(between clusters and directorates) and
externally (with other spheres of
government).
Performance Management A strategic approach through which
performance objectives of the Municipality
are identified, defined, translated into
business plans and cascaded into individual
scorecards allowing for regular planning,
monitoring, evaluating and reviewing and
reporting of performance at both
organizational and individual levels,
effectively responding to inadequate
performance and recognizing outstanding
252
CONCEPT DEFINITION
performance.
Performance Management System
(PMS)
A Municipality’s Performance Management
System entails 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,
organized and managed, including
determining the roles of the different
roleplayers.
The method used by the Nelson Mandela Bay
Municipality is the balanced scorecard
method that takes into account financial,
internal business, customer and learning and
growth perspectives.
Key Performance Areas (KPAs) Critical function/domain that is crucial to
achievement of organizational goals.
Objective Statement about the ultimate and long-term
outcomes the organization wishes to achieve.
Key Performance Indicators (KPIs) Measures (qualitative and quantitative) that
tell a person whether he/she is making
progress towards achieving his/her
objectives.
Input indicators An indicator that measures equipment,
resources, economy and efficiency.
• Budget projection
• % capital budget spent to provide water.
• Unit costs for delivering water to a single
household
• Amount of time/money/number of people it
took the municipality to deliver water to a
single
Output indicators Indicators that measure results. They are
usually expressed in quantitative terms (i.e.
number / %)
• Number of households connected.
Outcome indicators Indicators that measure the impact of
reaching the target.
• Percentage of households with access to
water.
Impact indicators Indicators that measure the marked effect or
influence of achieving specific outcomes.
Key Performance Elements (KPEs) Focus areas linked to the identified Key
Performance Areas.
Baseline indicators It provides quantitative and/or qualitative
levels of performance as at the beginning of
the monitoring period that the institution aim
to improve on.
253
CONCEPT DEFINITION
Performance targets Quantifiable levels of the indicators that the
organization wants to achieve at a given point
in time.
Performance plan Plan of agreed Key Performance Areas,
Objectives, Key Performance Indicators and
Targets covering a specific financial year.
Institutional performance review cycle 12 continuous months period : 1 July to 30
June of the following year.
Review A comprehensive assessment of the
economy, efficiency, effectiveness and
impact in so far as the key performance
indicators and performance targets set by the
Municipality are concerned.
Section 57 employees A person appointed as the municipal
manager of a municipality, and a person
appointed as a manager directly accountable
to the municipal manager, subject to a
performance agreement concluded annually.
7.3 OBJECTIVES OF PERFORMANCE MANAGEMENT
Performance Management seeks to achieve the following -
(a) To clarify institutional goals and priorities
(b) To ensure a continuous cycle of planning, coaching and feedback
(c) To monitor service delivery – how well an institution is meeting its aims
and objectives, which policies and processes are working
(d) To improve service delivery and processes
(e) To provide early warning signals
(f) To enable learning and improvement
(g) To ensure accountability and oversight
(h) To comply with legislation
(i) To promote community participation in local governance
(j) To inculcate a culture of performance amongst employees
254
7.4 PRINCIPLES OF PERFORMANCE MANAGEMENT
• The performance of the institution is dependent on the collective discharge
of responsibility by all Councillors, employees, service providers and
entities.
• Successful implementation of performance management is dependent on
sound relations and co-operation with all key stakeholders including unions
and communities.
• Setting and implementation of priorities should be an outcome of a joint
consultation / planning and continuous communication between the
political leadership and the administrative leadership, executive directors
and management in general, supervisors and employees.
• There should be clear synergy between performance management and all
human resources development systems.
• Recognition and reward for good performance and effecting / introducing
remedial measures in areas of underperformance.
• A concerted effort by all is critical to realise a culture of performance
excellence.
7.5 RELATIONSHIP BETWEEN IDP, PMS AND BUDGET
The figure below shows the relationship between the IDP, PMS and the
Budget.
255
The IDP is a key strategic planning tool in which the Municipality’s five-year
programmes and projects are set out. The IDP programmes and projects
inform the Municipality’s budgeting processes. Performance management
measures IDP implementation and budget performance.
7.6 INTEGRATED PERFORMANCE MANAGEMENT PROCESS
The figure below illustrates the integrated performance management process.
SDBIP
Performance
Planning
KPAs, KPIs,
targets &
objectives
Budget
Performance
Evaluation
and Review
Outcome and
impact
assessments
Integrated
Development Plan
Monitoring &
Measurement
Data collection
& analysis
Performance
Reporting
Performance
Planning
PMS
Feedback
Communities
256
7.7 SETTING OF KEY PERFORMANCE INDICATORS (KPIS)
Once the process of developing objectives has been concluded, setting of key
performance indicators follows. In addition, KPIs indicate how the objectives
are going to be measured and they focus on end results. If it cannot be
measured, it cannot be done or improved.
Performance Targets
Annually the Municipality must set targets for each of the key performance
indicators. In terms of Section 12 of the Local Government: Municipal
Planning and Performance Regulations (2001) targets must be:
(a) Practical and realistic.
(b) Measure the efficiency, effectiveness, quality and impact of
performance of the municipality, administrative component, structure,
body of a person for whom a target has been set.
(c) Commensurate with available resources.
(d) Commensurate with Municipality’s capacity; and
(e) Consistent with the Municipality’s priorities and objectives set out in its
Integrated Development Plan.
Integration between ‘organizational’ and ‘individual’ performance
management
Part of the SDBIP, that gets approved together with the IDP, is the
organisational scorecard, which emanates from the upper layer of the
institutional SDBIP. Targets reflected in the organizational scorecard are
filtered through to respective Directorates and form the basis for Section 57
performance contracts and directorate SDBIPs. From this level, the KPIs are
further filtered down to Sub-Directorates and this process then continues in
the same manner through all levels.
257
Performance monitoring and measurement
Monitoring is a continuous process. It involves data collection, analysis and
assessment of work completed. It also involves the comparison of
performance between intervals (e.g. monthly, quarterly, bi-annually and
annually).
7.8 MEASURING PERFORMANCE
To measure performance over the year, quarterly targets are added to the
performance scorecard template as reflected below.
258
PERFORMANCE SCORECARD WITH QUARTERLY TARGETS
FIRST QUARTER SECOND QUARTER THIRD QUARTER FOURTH QUARTER KPE KPI BASE-
LINE
ANNUAL
TARGET
REVISED
TARGET
Target Actual Target Actual Target Actual Target Actual
Explana-
tion of
variance,
comments
and/or
corrective
action
Account-
able
W
e
i
g
h
t
i
n
g
% of capital
budget spent
in provision of
water
(Input)
90% 95% 92% 93% 94% 95% Infrastruc-
ture and
Engineer-ing
Number of
new
households
connected to
basic water
(Output)
20 000 10 000 by
30 Jun 08
1500 4000 7000 10000 Infrastruc-
ture and
Engineer-ing
Provision of
basic water
% of
households
with access to
water
(Outcome)
93% 100% by
Dec 2008
93% 100% Infrastruc-
ture and
Engineer-ing
259
EXPENDITURE PROJECTIONS WITH ACTUALS RECORDED
Expenditure projections are also measured with the recording of actuals.
KPA
Capital
Budget
2005/06
Cashflow by month
July
2006
Aug
2006
Sep
2006
Oct
2006
Nov
2006
Dec
2006
Jan
2007
Feb
2007
Mar
2007
Apr
2007
May
2007
Jun
2007
Provision of
water 1 016, 000
80,000 90,000 50,000 30,000 80,000 76,000 90,000 80,000 80,000 80,000 70,000 50,000
Actual
expenditure
Roads and
stormwater 740, 000 30,000 40,000 100,000 70,000 90,000 90,000 90,000 70,000 50,000 40,000 40,000 30,000
Actual
expenditure
Total 1 756, 000 110,000 130,000 150,000 100,000 170,000 166,000 180,000 150,000 120,000 120,000 110,000 80,000
Actual total
expenditure
260
7.9 REVIEWING PERFORMANCE
The Performance scorecard template is illustrated above, once completed
with quarterly actuals, constitute reports, which are then used as the basis for
the performance review. The Municipality also reviews its performance
management system during the annual IDP Review.
Performance Reporting
At a managerial/subordinate level, performance should be monitored monthly,
either through scheduled team meetings, or specific one-on-one sessions.
Performance is then formally reported upon every quarter throughout the
hierarchical levels, with the community being reported to once a year through
the publication and presentation of the annual report.
The performance reporting cycle can be illustrated as follows:
Frequency and
nature of report
Mandate Recipients
Quarterly progress report
Section 41 (1) (e) of the Systems Act, Section 166 (2) (a)
(v) and (vii) of the Municipal Management Finance Act
(MFMA) and Regulation 7 of the Municipal Planning and
Performance Management Regulations.
Municipal Manager
Executive Mayor
Mayoral Committee
Audit Committee
Mid-year performance
assessment (assessment
and report due by 25
January each year)
Section 72 of the MFMA.
Section 13 (2) (a) of the Municipal Planning and
Performance Management Regulations 2001.
Municipal Manager
Executive Mayor
Mayoral Committee
Council
Audit Committee
National Treasury
Provincial Government
Annual report (to be tabled
before Council by 31
January (draft and
approved / published by
31 March each year)
Sections 121 and 127 of the MFMA, as read with
Section 46 of the Systems Act and Section 6 of the
Systems Amendment Act.
Executive Mayor
Mayoral Committee
Council
Audit Committee
Auditor-General
National Treasury
Provincial Government
Local Community
In recognition of the importance of regular feedback to the communities in line
with the developmental local government, the NMBM’s annual report will be
displayed at the Municipality’s head offices, satellite offices, libraries and
official website. A notification will be posted in the news media informing the
communities of the availability and location of the aforementioned document.
Such notification will include an invitation to the local community to submit
written comments for representation to the Municipality in respect of the
relevant documents.
261
7.10 MONITORING AND EVALUATION
The Policy Framework for Government – Wide Monitoring and Evaluation
System (GWM&ES) published by the South African Government in 2007 is
the overarching policy framework to institutionalize monitoring and evaluation
in the three spheres of government (including the Nelson Mandela Bay
Municipality).
Monitoring and Evaluation in the institution entails the following supporting
objectives:
• To monitor and evaluate the implementation of the Integrated
Development Plan (IDP) and Budget, in line with municipal goals and 5
Year Local Government Strategic Agenda implementation plan.
• To ensure the integration of all the monitoring and evaluation systems,
processes and procedures in the institution.
• To improve service delivery efficiency and effectiveness.
The following issues and challenges have been identified for intervention:
• Lack of a monitoring and evaluation culture, including its integration in
planning and implementation of programmes and projects.
Interventions
In order to offset the identified challenges, the following interventions are
suggested:
• Promote a culture of monitoring and evaluation in order to facilitate
buy-in relating to the introduction of new systems, processes and
procedures in this regard.
doc_905535460.pdf
This abstract tell nelson mandela bay metropolitan municipality.
NELSON MANDELA BAY
METROPOLITAN MUNICIPALITY
DRAFT
INTEGRATED
DEVELOPMENT
PLAN
2011 - 2016
10
TH
EDITION
TABLE OF CONTENTS
FOREWORD BY EXECUTIVE MAYOR...................................................................1
EXECUTIVE SUMMARY..........................................................................................2
CHAPTER ONE : INTRODUCTION AND BACKGROUND...................................14
CHAPTER TWO : SITUATIONAL ANALYSIS.......................................................29
2.1 INTRODUCTION.....................................................................................29
2.2 SITUATIONAL ANALYSIS OF NELSON MANDELA BAY .......................29
2.3 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY..............29
2.4 INSTITUTIONAL ARRANGEMENTS.......................................................32
2.5 WARD-BASED NEEDS AND PRIORITIES..............................................36
CHAPTER THREE : SPATIAL DEVELOPMENT FRAMEWORK, SECTOR PLAN
LINKAGES AND INFRASTRUCTURE INVESTMENTS........................................51
3.1 SPATIAL DEVELOPMENT FRAMEWORK PROPOSALS ......................56
3.2 IMPLEMENTATION AND PRIORITISATION...........................................64
3.3 INCORPORATING SECTORAL PLANS..................................................65
3.4 CONSERVATION OF BUILT ENVIRONMENT AND HERITAGE ............73
3.5 CURRENT STATUS OF MSDF ...............................................................76
CHAPTER FOUR : SERVICE DELIVERY PLAN...................................................77
CHAPTER FIVE : FIVE-YEAR IDP IMPLEMENTATION FRAMEWORK..............87
5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ........87
5.1.1 BUILD UNITED, SUSTAINABLE, INTEGRATED HUMAN
SETTLEMENTS.......................................................................................88
5.1.2 PROVISION OF BASIC SERVICES........................................................95
5.1.2.1 WATER SERVICES ......................................................................................95
5.1.2.2 PROVISION OF SANITATION.......................................................................100
5.1.2.3 COMPREHENSIVE INTEGRATED TRANSPORT PLAN (CITP) ............................103
5.1.2.4 PROVISION OF ELECTRICITY......................................................................123
5.1.2.5 PUBLIC HEALTH........................................................................................127
5.1.2.6 HIV AND AIDS MAINSTREAMING..................................................................141
5.1.2.7 SAFETY AND SECURITY.............................................................................143
5.1.2.8 INFRASTRUCTURE ASSET MANAGEMENT ...................................................149
5.2 LOCAL ECONOMIC DEVELOPMENT ..................................................153
5.2.1 SOCIAL PROGRAMME................................................................................156
5.2.2 INDUSTRIAL GROWTH AND INNOVATION PROGRAMME.................................157
5.2.3 INFRASTRUCTURE AND LOGISTICS PROGRAMME........................................157
5.2.4 THE SOCIO-ECONOMIC IMPACT OF SPORT AND RECREATIONAL ACTIVITIES..158
5.2.5 FACILITATION OF MEGA PROJECTS............................................................159
5.2.6 BUILDING THE BASICS IN ORDER TO ACHIEVE THE DESIRED SOCIO-ECONOMIC
OUTCOMES..............................................................................................160
5.2.7 JOB CREATION AND EPWP (EXPANDED PUBLIC WORKS PROGRAMME) .........162
5.2.8 POVERTY ERADICATION............................................................................165
5.2.9 MBDA ......................................................................................................166
5.2.10 THE UITENHAGE DESPATCH DEVELOPMENT INITIATIVE (THE UDDI) ..............167
5.2.11 HERITAGE MANAGEMENT..........................................................................167
5.3 URBAN RENEWAL PROGRAMME.......................................................176
5.3.1 MOTHERWELL URBAN RENEWAL PROGRAMME (MURP) ...............................176
5.3.2 HURP (HELENVALE URBAN RENEWAL PROGRAMME) ...................................181
5.4 MUNICIPAL TRANSFORMATION AND ORGANISATIONAL
DEVELOPMENT....................................................................................183
5.4.1 STRATEGIC PLANNING AND INTEGRATION ..................................................184
5.4.2 INTEGRATED DEVELOPMENT MATRIX.........................................................184
5.4.3 HUMAN RESOURCES DEVELOPMENT PLAN.................................................185
5.4.4 CORPORATE GIS ......................................................................................187
5.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION.......................202
5.5.1 HANDOVER REPORT TO THE NEWLY ELECTED COUNCIL..............................202
5.5.2 INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) STRATEGY.........203
5.5.3 LEGISLATIVE COMPLIANCE AND CORPORATIVE GOVERNANCE.....................204
5.5.4 PUBLIC PARTICIPATION AND SPECIAL SECTOR DEVELOPMENT ....................204
5.5.5 YOUTH DEVELOPMENT .............................................................................205
5.5.6 NELSON MANDELA BAY ENTERPRISE RISK MANAGEMENT............................207
5.5.7 COUNCIL AND COMMITTEE SERVICES ........................................................208
CHAPTER SIX : FINANCIAL SUSTAINABILITY AND VIABILITY .....................224
CHAPTER SEVEN : PERFORMANCE MANAGEMENT, MONITORING AND
EVALUATION.......................................................................................................251
ABBREVIATIONS
AIDS: Acquired Immune Deficiency Syndrome
AQMP: Air Quality Management Plan
ASGISA: Accelerated Shared Growth Initiative of South Africa
ATTP: Assistance to the Poor
BATA: Border Alliance Taxi Association
BMS: Bridge Management System
CAPEX: Capital Expenditure
CBD: Central Business District
CBP: Community-Based Planning
CDWs: Community Development Workers
CITP: Comprehensive Integrated Transport Plan
CMTF: Consolidated Metropolitan Transport Fund
Coega IDZ: Coega Industrial Development Zone
CPI Consumer Price Index
CUP: Comprehensive Urban Plan
DOT: Department of Transport
DWAF: Department of Water Affairs & Forestry
ECDOH: Eastern Cape Department of Health
EDTA: Economic Development, Tourism and Agriculture
ELR: Environmental Legal Register
EMF: Environmental Management Framework
EPWP: Expanded Public Works Programme
FIFA: Federation of International Football Association
GAMAP: Generally Accepted Municipal Accounting Principles
GDP: Gross Domestic Product
GDS: Growth and Development Strategy
GGP: Gross Geographical Product
GGVA: Geographical Growth Value Add
GIS: Geographical Information System
HH: Household
HIV: Human Immunodeficiency Virus
HURP: Helenvale Urban Renewal Programme
ICT: Information and Communication Technology
IDF: Interdepartmental Forum
IDP: Integrated Development Plan
IDP-RF: Integrated Development Planning Representative Forum
IDZ: Industrial Development Zone
ILIS: Integrated Land Information System
IMCI: Integrated Management of Childhood Illnesses
IPT: Integrated Public Transport
IT: Information Technology
ITP: Integrated Transport Plan
LED: Local Economic Development
LGMSA: Local Government: Municipal Systems Act
LUMS: Land Use Management System
M and E: Monitoring and Evaluation
MBDA: Mandela Bay Development Agency
MFMA: Municipal Finance Management Act
MIG: Municipal Infrastructure Grant
MSA: Municipal State of Address
MSDF: Metropolitan Spatial Development Framework
MUMs: Management-Union Meetings
MURP: Motherwell Urban Renewal Programme
NASA: Nation State of Address
NATIS: National Traffic Information System
NERSA: National Energy Regulator of South Africa
NMB: Nelson Mandela Bay
NMBMM: Nelson Mandela Bay Metropolitan Municipality
NMBT: Nelson Mandela Bay Tourism
NMMOSS: Nelson Mandela Metropolitan Open Space System
NMMU: Nelson Mandela Metropolitan University
NMT: Non-motorised Transport
NSDP: National Spatial Development Perspective
NT: National Treasury
OPEX: Operating Expenditure
ORP: Orange River Project
PE: Port Elizabeth
PFMA: Public Finance Management Act
PGDP: Provincial Growth and Development Plan
PGDS: Provincial Growth and Development Strategy
PMS: Performance Management System
POSA: Provincial State of Address
PWDs: People with Disabilities
REDS: Regional Electricity Distributors
RSMS: Road Signs Management System
SALGA: South African Local Government Association
SARCC: South African Road Commuter Corporation
SCUs: Sustainable Community Units
SDBIP: Service Delivery and Budget Implementation Plan
SDF: Spatial Development Framework
SMS: Signs Management System
SPSP: Sector Policy Support Programme
SSIF: Strategic Spatial Implementation Framework
STP: Service Transformation Plan
SWH Solar Water Heating
SWMP: Storm Water Master Plan
TA: Taxi Associations
UDDI: Uitenhage-Despatch Development Initiative
USTA: Uncedo Service Taxi Association
WC: Ward Committee
WDMU: Water Demand Management Unit
WDS: Waste Disposal Sites
WMP: Water Master Plan
WP: Ward Plan
WPF: Ward Planning Facilitator
WSDP: Water Services Development Plan
1
FOREWORD BY EXECUTIVE MAYOR
The Nelson Mandela Bay Municipality presents the reviewed Integrated
Development Plan (IDP) for 2011-2016: the institution’s key strategic planning
tool, which is reviewed on an annual basis. This IDP presents the
communities of Nelson Mandela Bay with bold initiatives, strategies and
programmes to give them access to quality basic services – in many
instances, for the first time in their lives.
Public participation and engagement is the foundation on which the IDP is
based and, again, this IDP is the outcome of a series of public IDP and
Budget meetings and the Outreach Programme visits of the political
leadership to the communities of Nelson Mandela Bay over the past 5 years.
During these comprehensive Outreach Programmes, the political leadership
talked and listened to residents and community representatives to identify
their priorities and needs, which were subsequently integrated into the IDP
and Budget.
The abject conditions under which some of our residents live, calls for a
paradigm shift in service delivery. We will not tolerate laziness.
The task now ahead is the full implementation of the IDP and Budget. If we
fail in this, we will be failing our people. Complementary to the IDP and
Budget is the Municipality’s Turnaround Strategy that will change the face of
the Municipality and Nelson Mandela Bay. The Turnaround Strategy is
premised on and reviewed by way of constant assessments of institutional
performance gaps and developing and implementing interventions to ensure a
continuous improvement in governance, service delivery and accountability,
while promoting a more efficient and motivated workforce, and socio-
economic transformation.
The successful implementation of the IDP and Budget can be achieved only
through a partnership between the Municipality and the other spheres of
government to create a single window of co-ordination as reflected in
Outcome 9. This should be complemented by partnerships with local
communities and key stakeholders.
Together, we can do more!
CLLR ZANOXOLO WAYILE
EXECUTIVE MAYOR
2
EXECUTIVE SUMMARY
This Executive Summary provides a brief outline of the context, content,
process outcomes and impact of the Nelson Mandela Bay Municipality’s IDP.
A brief situational analysis of the Nelson Mandela Bay Municipality:
• Population = 1.1 million
• Number of households = 289 000 (formal)
= 38 000 (informal)
= 49 000 (backyard shacks)
Key developmental challenges:
• High poverty and unemployment
• Inadequate access to basic services (water, sanitation, refuse collection,
electricity, housing and primary health care)
• Infrastructure, maintenance and service backlogs
• HIV and AIDS – 30% prevalence rate – and TB
• Crime
• Illegal dumping
• Lack of integrated planning between the three spheres of government
• Unfunded mandates
• Housing shortage and rectification of ‘wet-and-defective’ houses
• Lack of integrated and sustainable human settlements
• Cash challenge in the institution
Opportunities provided by Nelson Mandela Bay:
• World class infrastructure for investment at Coega IDZ and deepwater port
of Ngqura.
• Vibrant automotive manufacturing centre and Logistics Park.
3
• “Windy city” – opportunity for wind energy generation.
• Popular tourism destination with rich biodiversity, Blue Flag Status
beaches and sunny, temperate climate and magnificent game and wildlife.
• Excellent schools and institutions of higher learning.
• Friendly and vibrant people with a rich diversity of culture and languages.
Nelson Mandela Bay Municipality’s IDP Priorities
The IDP priorities of the Nelson Mandela Bay Municipality are informed by the
following:
• Local perspective, informed by situational analysis, developmental
challenges and public participation processes.
• National perspective, informed by national priorities and Millennium
Development goals.
• Provincial perspective, informed by the PGDP.
Alignment between IDP and Budget
An IDP-based Budget is essential in order to realize IDP objectives. The
Nelson Mandela Bay Municipality’s IDP and Budget are aligned in terms of
key performance areas, priorities, programmes and sector plans.
Total Operating and Capital Budgets
• Total Operating Budget for 2011/12 financial year – R6,535,373,080
• Total Capital Budget for 2011/12 financial year – R1,435,007,000
People-driven IDP and Budget Processes
The Municipality’s IDP and Budget processes are people-driven. They are
informed by Ward-based planning, analysis of ward needs and priorities, and
public and stakeholder engagements.
4
IDP Implementation, Monitoring and Evaluation
The IDP and Budget are implemented through a Service Delivery and Budget
Implementation Plan (SDBIP). A municipal scorecard is used to measure,
monitor, evaluate and report on institutional performance (monthly, quarterly,
bi-annual and annual basis). The institutional SDBIP forms the basis of
directorate-based SDBIP and the performance agreements and plans of
employees. To enhance accountability, the Municipality established a multi-
party Municipal Public Accounts Committee.
The Performance Management Framework of the Municipality is reflected in
the diagram below:
Monthly reports
Quarterly reports and
assessments
Mid-term reports
Annual report
Community Community
Employee contracts
and annual
performance
agreements for the
Municipal Manager
and senior managers
SDBIP
Service delivery targets
Performance indicators
Revenue and expenditure by
vote
Integrated Development Matrix
The Municipality developed an Integrated Development Matrix to ensure
integrated planning and the development of integrated sustainable human
settlements as illustrated in the diagram below.
5
Cluster System
The Nelson Mandela Bay Municipality introduced a Cluster System to promote
an integrated institutional system of governance and to improve monitoring.
In 2010, this Cluster System was reviewed and reconfigured, as reflected in
the table below.
Objectives of Cluster System
The objectives of the Cluster System are to:
(a) improve coordination across directorates;
(b) foster institutional integration;
(c) provide a platform to collectively address issues pertaining to
integrated service delivery across the respective spheres of
government and NMBM directorates;
(d) mobilise and maximise resource utilisation in a way that promotes
effectiveness and efficiency;
6
(e) ensure efficient and effective service delivery;
(f) ensure alignment of programmes, projects and operations;
(g) promote good corporate governance;
(h) share best practices, knowledge and experiences;
(i) enhance the effectiveness and control of current inter-directorate co-
ordinating task teams and other structures.
Cluster Composition
Governance and
Administration
Cluster
Service Delivery &
Infrastructure
Development Cluster
Socio-Economic and
Safety & Cluster
• Cluster Head:
Portfolio
Councillor:
Human
Resources &
Corporate
Administration
• Cluster Convenor:
Chief Operating
Officer
• Executive Mayoral
Office
• Office of the
Municipal Manager
• Office of the Chief
Operating Officer
• Corporate Services
Directorate
• Office of the
Speaker
• Constituency
Services
• Budget and
Treasury
Directorate
• Cluster Head:
Deputy Executive
Mayor
• Cluster Convenor:
Executive Director:
Human Settlements
• Office of the Chief
Operating Officer
• Infrastructure and
Engineering
Directorate
• Electricity and
Energy Directorate
• Human Settlements
Directorate
• Public Health
Directorate
• Budget and
Treasury
Directorate
• MBDA
• Cluster Head:
Portfolio
Councillor: Safety
& Security
• Cluster Convenor:
Executive Director:
Economic
Development and
Recreational
Services
• Office of the Chief
Operating Officer
• Economic
Development and
Recreational
Services Directorate
• Safety and Security
Directorate
• Special
Programmes
Directorate
• Budget and
Treasury Directorate
7
Municipal Turnaround Strategy
In his State of the Nation Address, the President of South Africa, Mr J. Zuma,
declared 2010 as a year of action, thus placing an imperative on public
representatives and officials to work smarter and better in improving service
delivery and development. Furthermore, in December 2009 Cabinet approved
the Local Government Turnaround Strategy (LGTAS), which re-enforces the
need to do things differently. During 2010, the Department of Cooperative
Governance and Traditional Affairs, together with the Provincial Department of
Local Government and Traditional Affairs spearheaded the expression of the
LGTAS in Municipal Turnaround Strategies. Taking tune from these initiatives
as well as prevailing local conditions, challenges and the environment,
Council adopted a Municipal Turnaround Strategy and integrated same to its
key strategic planning documents (IDP/Budget, SDBIP), enabling the
monitoring of the implementation thereof and reporting in line with institutional
timelines. The Municipality’s Turnaround Strategy is attached as an annexure
to this IDP.
Objectives of the Municipality’s Turnaround Strategy:
(a) The restoration of confidence in the Nelson Mandela Bay Municipality
as a primary service delivery arm of government that is effectively
addressing community concerns.
(b) The universalisation of service delivery to all communities of Nelson
Mandela Bay.
(c) Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
(d) Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
(e) Understanding and managing institutional risks.
(f) Ensuring a fraud- and corruption-free Municipality.
(g) Ensuring good corporate governance and an accountable and
performance-driven institution, which is focused on service delivery.
8
(h) Ensuring that all municipal planning, budgeting and decision-making
processes are embedded in public participation and community
involvement.
(i) Restoring the human dignity of the residents of Nelson Mandela Bay,
especially in the disadvantaged areas/wards.
(j) Ensuring sound financial management and sustainability.
(k) Ensuring a joint intergovernmental approach to the implementation of
this Turnaround Strategy.
One of the key outcomes of the Local Government Turnaround Strategy was
the conclusion of the Outcome 9 Delivery Agreement between the President,
the Minister of COGTA and the mayors of the municipalities.
(a) Outcome 9 Implementation Framework
A total of 12 outcomes linked to the government’s foremost priorities towards
2014 have been identified by government, with key performance indicators
and targets. Each outcome is implemented through a delivery agreement
cutting across the three spheres of government. The achievement of
outcomes depends on concerted efforts from all key stakeholders and
spheres of government. Outcome 9 focuses on local government and is
implemented, monitored and reviewed annually.
(b) Why Outcome 9?
Poor government-wide performance in the following areas, among others:
o Shortcomings in government delivery.
o Collapse of institutional governance.
o Lack of accountability and public involvement in government.
(c) Objectives of Outcome 9
• To undertake an institutional diagnostic study of the institutional
challenges underpinned by the Turnaround Strategy.
9
• To ensure improved access to essential services.
• To undertake Ward-based socio-economic analysis to inform Ward-
based planning.
• To contribute to the achievement of sustainable human settlements and
quality neighbourhoods.
• To strengthen participatory governance.
• To strengthen the administrative and financial capability of municipalities.
• To address coordination problems internally and across the three
spheres of government (single window of co-ordination).
(d) Key outputs
• Output 1: Undertake an institutional diagnostic study of the institutional
challenges underpinned by the Turnaround Strategy.
o Revisioning of Nelson Mandela Bay, that will culminate in a
long-term vision, mission and development strategy.
o Implementation of integrated (institution-wide, political and
administrative) outcomes-based performance
management, informed by a critical diagnostic institutional
performance analysis.
o Undertaking a critical analysis of the IDP content and
processes.
o Co-ordinated input into national and provincial legislative
reforms.
o Appointment of the Municipal Manager.
• Output 2: Ensure improved access to essential services.
This output is related to Output 4: Contribute to the achievement of
sustainable human settlements and quality neighbourhoods.
o Implementation of drought/water response plan.
o Review of the current levels and standards of basic
services provided to peri-urban areas and development
and implementation of a response plan.
10
o Improving universal access to basic services by 2014, as
reflected in the Outcome 9 document as follows:
(i) 100% access to water
(ii) 100% access to sanitation
(iii) 75% access to refuse removal
(iv) 92% access to electricity
• Output 3: Undertake Ward-based socio-economic analysis to inform
Ward-based planning.
o Undertaking socio-economic needs analysis in Wards and
levels and standards of social infrastructure in Wards as
well as development and implementation of a
comprehensive response plan.
o Implementation of the Economic Summit Outcomes
Agreement to reshape the Metro's economic landscape.
o Maximisation of the implementation of the EPWP.
o Development and implementation of a co-operative
development framework.
o War on Hunger and food security.
o Entrepreneurship development support.
• Output 4: Contribute to the achievement of sustainable human
settlements and quality neighbourhoods and give effect to Outcomes 8.
o Review and implementation of a model for spatial
developmental planning and integrated human settlements
to address spatial disparities in Nelson Mandela Bay.
o Attainment of Level 3 accreditation for housing provision, to
enhance accelerated delivery of human settlements.
o Acceleration of upgrading of informal settlements and
relocations as well as implementation of an integrated
sustainable programme to prevent further land invasions.
o Implementation of the 7-year Human Settlements Plan.
o Provision of bulk water and sanitation services.
11
o Urban restructuring and acquisition of strategic land
(private and public) for human settlements.
o Provision of Gap housing.
o Land audit.
• Output 5: Strengthen participatory governance.
o Adoption of the Public Participation Policy.
o Establishment of new Ward Committees in all municipal
wards.
o 100% functionality of all Ward Committees by 2014.
• Output 6: Strengthen the administrative and financial capability of
municipalities.
o Analysis of the current budgeting and financial
management gaps, status and systems in the institution
and development and implementation of a systematic
turnaround plan within the framework of the MFMA and
other relevant legislation.
o Prioritising risk management.
o Undertaking business systems re-engineering, focusing on,
among others:
o Institutional arrangements based on competency
prerequisites.
o Information systems.
o Administrative processes and systems.
o Implementation of competency based skills development
plan.
o Development and implementation of action plans to
address matters raised by the Auditor-General, as well as
Internal Audit, and preventing repeat findings.
o Improving revenue collection and reducing municipal debt.
o Promoting monitoring and evaluation and developing a
performance-driven institution.
12
o Reducing overspending on operational expenditure through
the implementation and continuous review of the
Operational Efficiency Plan.
o Reducing underspending on capital expenditure.
o Increasing municipal spending on repairs and
maintenance.
o Supporting access to basic services through improved
administrative and HR practices.
• Output 7: Address coordination problems internally and across the three
spheres of government (single window of co-ordination).
o Implementation of the Turnaround Strategy.
o Implementation of the revised Cluster System.
o Resolving long outstanding intergovernmental challenges
affecting Outcome 9, which include the following:
- Acceleration of Level 3 accreditation.
- Unfunded mandates with regard to health, libraries and
provincial roads.
- Inadequate funding for the key requirements of housing
provision.
- EIA delays.
- Addressing high water leakages and poor ablution
facilities in schools.
- Payment of governmental arrears.
- Delegation/Devolution of primary health services to the
Metro.
- 3-year gazetting of Budget by Province to allow for
advanced planning.
- Uncoordinated IDP planning processes.
- Approval of the R1,6 billion drought relief funding.
- Development of a single window of co-ordination
through IDP processes where all sector departments
operating in the Metro and other national based
13
departments take an active role in the development of
IDPs and the performance monitoring and evaluation
thereof.
- Alignment of bulk infrastructure grant to the provisioning
of integrated human settlements.
- Revision of the funding formula for DoRA.
- Regulating the use of intergovernmental workers and
their inclusion in municipal governance.
(e) Key Outcome 9 partners
In order to achieve Outcome 9 and its outputs as well as other outcomes,
partnerships with the following key stakeholders are imperative:
(a) National and Provincial Government and parastatals.
(b) Coega Development Corporation, chambers of commerce, and
institutions of higher learning.
(c) Communities, civil society, community-based organisations and non-
government organisations.
(d) International partners.
(e) Labour (trade unions).
Outcome 9 outputs have been incorporated into the IDP, Budget and SDBIP.
14
CHAPTER ONE
INTRODUCTION AND BACKGROUND
1.1 INTRODUCTION
The Integrated Development Plan (hereinafter referred to as the IDP) is the
Municipality’s principal strategic planning document. Important, it ensures
close co-ordination and integration between projects, programmes and
activities, both internally (between clusters and directorates) and externally
(with other spheres of government). The IDP therefore ultimately enhances
integrated service delivery and development and promotes sustainable,
integrated communities, providing a full basket of services, as communities
cannot be developed in a fragmented manner.
As the key strategic plan of the Municipality, the priorities identified in the IDP
inform all financial planning and budgeting undertaken by the institution.
The attainment of IDP and budget targets and deliverables is monitored and
evaluated on an ongoing basis. However, this requires that targets and
deliverables be credible and realistic. Consequently, the financial plan as well
as the performance management, monitoring and evaluation processes of the
Municipality is also outlined in this IDP document.
1.1.1 Need for IDPs
An IDP is a constitutional and legal process required of South African
municipalities; however, apart from legal compliance, there are many
advantages and benefits to undertaking integrated development planning.
15
These include the following:
(a) A tool that serves to create a single window of co-ordination across
government spheres.
(b) Prioritisation and allocation of scarce resources to areas of greatest
need.
(c) Achieving sustainable development and growth.
(d) Democratising local government by ensuring public participation in
planning and decision-making process of the Municipality.
(e) Providing access to funding.
(f) Encouraging both local and outside investment.
(g) Using the available institutional and external capacity effectively.
1.1.2 Why an IDP review?
Local government operates in an ever-changing environment. The dynamic
nature of local, national and global environments constantly presents local
government with new challenges and new demands. Similarly, the needs of
the communities of Nelson Mandela Bay continuously change. The five-year
Integrated Development Plan (IDP) of the Nelson Mandela Bay Municipality is
reviewed annually, so that the Municipality can always be confident that it
addresses the real and relevant needs and concerns of local communities.
This annual review is not a good corporate governance requirement only; it is
also a legislative requirement in terms of the Local Government: Municipal
Systems Act 32 of 2000.
The focus of this year’s IDP review has therefore been on aligning municipal
programmes, projects and strategies with:
(a) Community needs and priorities.
(b) Updated statistical information.
(c) Expanding and improving the situational analysis.
16
(d) More outcomes orientated targets to make them realistic and
measurable.
(e) Revised Spatial Development Framework and related sector plans.
(f) Municipal Turnaround Strategy and Outcome 9 outputs.
(g) Integrated and sustainable human settlements as envisaged in
Outcome 8.
(h) More integrated funding streams.
(i) May 2010 Economic Summit outcomes and Economic Development
Strategy.
(j) Cluster system approach.
(k) Revitalised Ward Committee System.
(l) Prioritisation of job creation and poverty eradication.
(m) Incorporation of State of the Nation Address, National Budget Speech,
State of the Province Address and the Local Government Election
Manifesto.
1.1.3 IDP and Budget Process
The Nelson Mandela Bay Metropolitan Municipality annually formulates an
IDP/Budget Schedule to guide its development and review processes.
These processes enhance integration and alignment between the IDP and
Budget, thereby ensuring the development of an IDP-based budget. The
2010/11 IDP/Budget Schedule is reflected below.
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Review of the IDP and Budget time schedule
Chief Financial
Officer (CFO)
and Chief
Operating
Officer (COO)
30-Jun-10
Submission of 2011/12 to 2013/14 IDP and
Budget development time schedule to Mayoral
Committee
CFO and COO 07-Jul-10
PREPARATION
PHASE (JUNE
TO JULY 2010)
Approval of the IDP and Budget time schedule
by Council
Office of the
Executive
Mayor, CFO and
COO
22-Jul-10
17
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Advertisement of IDP and Budget time
schedule on municipal website and in local
newspapers
COO 29-Jul-10
Conclusion of signed performance agreements
(2010/11) of Municipal Manager and Section
57 employees
Municipal
Manager and
COO
31-Jul-10
Gap analysis and reconstitution of public
participation structures and processes (e.g.
IDP Representatives Forum)
Office of the
Executive Mayor
and COO
31-Jul-10
Gap analysis and review of the IDP and
Performance Management System and
development of an Intervention Plan
COO 31-Jul-10
Distribute Budget Circular and present Budget
training sessions for Directorates' officials
CFO
4 to 11
August 2011
Submission of 2011/12 to 2013/14 Budget
strategies and assumptions to Budget and
Treasury Standing Committee
CFO 12-Aug-10
Providing directorates with the base 2011/12
to 2013/14 Operating and Capital Budgets,
adjusted to reflect the Budget assumptions
and strategies approved by Council
CFO 20-Aug-10
Approval of the reviewed public participation
programme for IDP and Budget processes
based on an analysis by the Mayoral
Committee
COO ,
Constituency
Services and
CFO
31-Aug-10
Submission of 2009/10 Annual Financial
Statements to Office of the Auditor-General
Municipal
Manager and
CFO
31-Aug-10
Submission of 2009/10 Annual Financial
Statements by entities to Auditor-General and
Chief Financial Officer
CFO and CEO
of MBDA
31-Aug-10
Submission of final 2009/10 annual
performance information by directorates and
MBDA to the Chief Operating Officer
CFO, COO,
Executive
Directors and
CEO of MBDA
31-Jul-10
Submission of 2009/10 financial and non-
financial performance information to the Office
of the Auditor-General
Municipal
Manager and
COO
31-Aug-10
Approval by Council of 2011/12 Budget
Strategy and Assumptions
CFO 02-Sep-10
Convening IDP and Budget Steering
Committee meeting
CFO and COO 22-Sep-10
Intergovernmental engagements and
engagements with entities and other
government institutions on IDP and Budget
Office of the
Executive
Mayor, CFO and
COO
30-Sep-10
ANALYSIS
PHASE (JULY
TO SEPT 2010)
Ward-based needs analysis Office of the
Executive
Mayor, COO,
Constituency
30-Sep-10
18
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Services
Socio-economic profiling of wards COO 30-Sep-10
Submission of 2009/10 Consolidated Annual
Financial Statements to Auditor-General
Municipal
Manager and
CFO
30-Sep-10
ANALYSIS
PHASE (JULY
TO SEPT 2010)
(continued)
Convening IDP Representative Forum meeting COO 30-Sep-10
Draft 3-year Budget forecast on human
resources costs in place and presented to
Directorates
CFO 01-Sep-10
Commence annual review of tariffs, fees and
charges
CFO/ Executive
Directors
01-Oct-10
Engagements with Provincial Government
regarding any adjustments to projected
allocations for the next 3 years in terms of
Medium-term Expenditure Framework
CFO, COO and
Executive
Directors
01-Oct-10
Submission of Operating and Capital Budgets
by directorates to Budget and Treasury
Directorate
CFO, COO and
Executive
Directors
15-Oct-10
Submission of municipal entity (MBDA's)
Budget for 2011/12 - 2013/14 to Budget and
Treasury Directorate
CEO of MBDA
and CFO
15-Oct-10
Commencing review of Budget related policies CFO 29-Oct-10
Draft Ward-based plans in place COO 30-Nov-10
Receipt of 2009/10 audited Annual Financial
Statements and Audit Report from Auditor-
General
CFO 30-Nov-10
Submission of IDP inputs, including sector
plans by directorates, the entity (MBDA) and
trade unions, to Office of Chief Operating
Officer
CFO, COO,
Executive
Directors, CEO
of MBDA and
Trade Unions
30-Nov-10
Completion of review of tariffs, fees and
charges
CFO and
Executive
Directors
01-Dec-10
Convening IDP and Budget Steering
Committee meeting
CFO and COO 08-Dec-10
STRATEGIES
PHASE (SEPT
TO DEC 2010)
Convening IDP Representatives Forum
meeting
COO 10-Dec-10
19
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Setting objectives, targets and indicators for
the IDP
COO 15-Dec-10
First Draft IDP (2011/12) in place
Municipal
Manager, CFO
and COO
31-Dec-10
Completion of action plan to address issues
raised in the Audit Report of the Auditor-
General
Municipal
Manager, CFO
and COO
31-Dec-10
Provision of mid-year budget assessments by
entity (MBDA)
CEO of MBDA
and CFO
14-Jan-11
Submission of 2010/11 Adjustments Budget to
joint Budget and Treasury Standing Committee
and Mayoral Committee
CFO 16-Feb-11
Adoption of 2010/11 Adjustment Budget (and
amended SDBIP, if necessary) by Council
Office of the
Executive Mayor
and CFO
24-Feb-11
Submission of 2011/12 Draft Capital and
Operating Budgets and IDP to Budget Task
Team
CFO and COO
17 Feb to 23
Feb 2011
Second Draft of the IDP available for public
comment
COO 28-Feb-11
Submission of 2011/12 Draft Capital and
Operating Budgets and IDP to IDP and Budget
Steering Committee
COO and CFO 28-Feb-11
Draft directorate SDBIPs for 2011/12 financial
year
COO, CFO and
Executive
Directors
28-Feb-11
Review proposed National and Provincial
Government allocations to the Municipality for
incorporation into the Draft Budget for tabling
CFO 28-Feb-10
2011/12 Draft Capital and Operating Budgets,
Draft IDP and Draft SDBIP submitted to joint
Budget and Treasury Standing Committee and
Mayoral Committee
CFO and COO 16-Mar-11
Development of Draft IDP and Budget Public
Participation Programme
Office of the
Executive
Mayor, CFO and
COO
17-Mar-11
2011/12 Draft Capital and Operating Budgets
and Draft IDP noted by Council for public
participation
CFO and COO 24-Mar-11
Briefing Councillors on the public participation
programme to be undertaken after tabling of
Draft 2011/12 IDP and Budget in Council
Office of the
Executive
Mayor, CFO and
COO
24-Mar-11
PROJECTS
PHASE
(JAN TO
MARCH 2011)
Publishing the Council noted Draft IDP and
Budget (2011/12) on the municipal website
COO 24-Mar-11
20
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Forwarding 2011/12 Draft Capital and
Operating Budgets and Draft IDP to National
Treasury and Provincial Treasury and any
prescribed national or provincial organs of
state and other municipalities affected by the
budget
CFO and COO 25-Mar-11
Advertisement of 2011/12 Draft Capital and
Operating Budget and Draft IDP in local
newspapers for public comment and public
participation
COO,
Constituency
Services and
CFO
31-Mar-11
PROJECTS
PHASE
(JAN TO
MARCH 2011)
(continued)
Undertaking public participation meetings
Office of the
Executive
Mayor, Ward
Councillors,
Municipal
Manager, CFO,
COO, Executive
Directors
5-Apr-11 to
25-Apr-11
Updating 5-year financial plan for IDP CFO 24-Feb-11
Alignment of provincial and national
programmes with IDP
COO 28-Feb-11
Consolidation of all public participation inputs
and comments in respect of 2011/12 Draft IDP
and Budget
CFO and COO
26-Apr-11 to
30-Apr-11
Submission of 2011/12 to 2013/14 IDP and
Budget to joint Budget and Treasury Standing
Committee and Mayoral Committee
CFO and COO 18-May-11
Approval of 2011/12 to 2013/14 IDP and
Budget by Council
CFO and COO 26-May-11
Publishing the Council approved 2011/12 to
2013/14 IDP and Budget on the municipal
website
COO and CFO 27-May-11
Forwarding 2011/12 to 2013/14 IDP and
Budget to National Treasury and Provincial
Treasury and any prescribed national or
provincial organs of state and other
municipalities affected by the budget
CFO and COO 02-Jun-11
Production of a summary of the IDP COO 02-Jun-11
Giving notice to the public of the approved IDP
and Budget (2011/12) and publicising a
summary of the IDP
COO 09-Jun-11
Approval of the Service Delivery and Budget
Implementation Plan (2011/12) by the
Executive Mayor
Office of the
Executive Mayor
and COO
23-Jun-11
INTEGRATION
PHASE (JAN
TO MARCH
2011)
Submission of the approved IDP to the MEC
for local government
COO 05-Jul-11
21
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Publishing the SDBIP on the municipal website
and in local newspapers
COO 07-Jul-11
Tabling of the SDBIP and Performance
Agreements in Council
COO 31-Jul-11
First quarter report (2010/11) to Executive
Mayor
COO 28-Oct-10
Tabling of 2010/11 Mid-term Performance
Assessment Report to Executive
Mayor/Mayoral Committee, together with a
report on the recommendations of the revised
projections for revenue and expenditure,
including recommendations on the Adjustment
Budget
COO 19-Jan-11
Tabling of 2010/11 Mid-term Performance
Assessment Report to Council, together with a
report on the recommendations of the revised
projections for revenue and expenditure,
including recommendations on the Adjustment
Budget
COO 25-Jan-11
Submission of the 2010/11 Mid-term
Performance Assessment Report to National
Treasury and Provincial Treasury, together
with a report on the recommendations of the
revised projections for revenue and
expenditure, including recommendations on
the Adjustment Budget
COO 25-Jan-11
Publishing of the 2010/11 Mid-term
Performance Assessment Report, together
with a report on the recommendations of the
revised projections for revenue and
expenditure, including recommendations on
the Adjustment Budget on the municipal
website
COO 30-Jan-11
Third quarter report (2010/11) to Executive
Mayor
COO 28-Apr-11
Submission of first Draft 2009/10 Annual
Report to the Auditor-General
COO 30-Oct-10
Submission of Draft 2009/10 Annual Report to
Council
COO 25-Jan-11
Publishing of notice in local newspapers
inviting comments on 2009/10 Annual Report
and communicating public participation
programme
COO 31-Jan-11
MONITORING
AND
EVALUATION
PHASE
Submission of the 2009/10 Annual Report
public participation programme to the
Oversight Committee
COO 15-Feb-11
22
PHASE ACTIVITY
CO-
ORDINATING
DIRECTORATE/
OFFICE
TIMEFRAME
Submission of 2010/11 Adjustment Budget to
National Treasury and Provincial Treasury
CFO 10-Mar-11
Publishing of the approved 2010/11
Adjustment Budget, with supporting
documents
CFO 10-Mar-11
Submission and approval of 2009/10 Annual
Report and Oversight Committee Report by
Council
COO 25-Mar-11
Publishing adopted 2009/10 Annual Report on
municipal website
COO 31-Mar-11
MONITORING
AND
EVALUATION
PHASE
(continued)
Submission of adopted 2009/10 Annual Report
to MEC for local government and other
government structures
COO 31-Mar-11
1.1.4 Strategic Agenda of Municipality
The people-driven IDP and Budget of the Municipality reflect community
priorities. In addition, the IDP is also informed by national and provincial
perspectives. The IDP is therefore a government-wide expression of
developmental commitments.
1.1.4.1 Local Perspective
All strategic agendas, whether of national, provincial or local government, are
underpinned and guided by and designed to satisfy the needs of local
communities. Residents of Nelson Mandela Bay take the lead in defining and
shaping their priorities through a variety of public participation processes and
programmes, such as ward-based planning, ward bilaterals and other public
outreach and engagement programmes.
23
The key priorities that have emerged from the consultation processes and that
have shaped this IDP include the following:
• Elimination of illegal dumping.
• Development of integrated and sustainable human settlements and
rectification of ‘wet-and-defective’ houses.
• Accelerated basic service delivery.
• Crime prevention.
• Development, provision and maintenance of infrastructure.
• Poverty eradication and job creation.
• Provision of health services and combating diseases such as TB, HIV
and AIDS.
• Special sector development (youth, women and people with
disabilities).
• Responsive, people-centred and integrated institution.
1.1.4.2 National Perspective
National government develops strategies, policies and legislation that have to
be implemented by all spheres of government. Among the key strategies that
pertain to the local government sphere are the following:
(a) Vision 2014 Targets
National government’s 2014 targets inform some of the programmes of this
IDP. These targets cut across a broad spectrum of issues and are reflected in
this IDP according to the five key performance areas of the Municipality.
(b) National Spatial Development Perspective (NSDP)
The NSDP’s objective is to promote informed economic investment profiling to
guide regional growth and development planning within a socio-economic
24
framework. It therefore acts as an indicative planning tool for the three
spheres of government. Outcomes of such economic investment profiling that
involved all spheres of government are the Coega Industrial Development
Zone (IDZ) and Port of Ngqura. The National Spatial Development
Framework also informs the Spatial Development Framework of the
Municipality.
(c) 2011 National Government Priorities
• Creating conditions for an inclusive economy that will reduce poverty
and inequality and produce decent jobs and sustainable livelihoods.
• Access to education and training, particularly by the youth, to ensure
their full participation in the economy and society.
• Better quality health care and accessibility.
• Rural development.
• Safer communities and crime reduction.
1.1.4.3 Provincial Perspective
Provincial Growth and Development Plan (PGDP)
The PGDP also plays an important role in shaping the Municipality’s IDP. The
PGDP of the Eastern Cape Provincial Government is reflected as follows in
the Municipality’s five key performance areas:
• Agrarian Transformation and Food Security, fighting poverty,
manufacturing diversification and tourism are reflected in municipal
Local Economic Development.
• Public Sector Transformation and Human Resources Development are
reflected in Municipal Transformation and Organisational Development.
• Infrastructure Development is reflected in Basic Service Delivery and
Infrastructure Development.
25
These are all underpinned by key performance areas relating to financial
sustainability and good governance.
1.1.5 Nelson Mandela Bay Municipality IDP Roleplayers
The following roleplayers have guided the IDP and Budget review processes
of the Municipality:
(a) Communities of Nelson Mandela Bay
(b) Stakeholders e.g. business chambers of commerce; NGOs; civic
groupings; unions; institutions of higher learning; government sector
departments and parastatals
(c) Municipal Councillors and officials
(d) Special sectors (youth, women and disabled)
1.1.6 Legislative Framework
The following legislation defines the nature of the IDP:
(a) Constitution of the Republic of South Africa Act 108 of 1996
This Act stipulates that a municipality must give priority to the basic needs of
its communities and promote their social and economic development to
achieve a democratic, safe and healthy environment.
(b) Local Government: Municipal Systems Act 32 of 2000
This Act stipulates the need for each and every municipality to develop and
adopt an IDP, which should be reviewed annually. In addition, it outlines the
IDP process and components.
26
(c) Municipal Finance Management Act 56 of 2003
This Act makes provision for alignment between the IDP and the municipal
Budget. The Service Delivery and Budget Implementation Plan is the
mechanism that ensures that the IDP and the Budget are aligned.
(d) Local Government: Municipal Planning and Performance
Management Regulations (2001)
These Regulations make provision for the inclusion in the IDP of the following:
(i) The institutional framework for the implementation of the IDP;
(ii) Investment and development initiatives in the Municipality;
(iii) Key performance indicators and other important statistical information;
(iv) A financial plan; and
(v) A spatial development framework.
1.1.7 Core values of Municipality
The Municipality is committed to deliver services within the framework of
Batho Pele principles, as outlined below:
(a) Courtesy and ‘People First’
Residents must be treated with courtesy and consideration at all times.
(b) Consultation
Residents must be consulted about service levels and quality,
whenever possible.
27
(c) Service excellence
Residents must be made aware of what to expect in terms of level and
quality of service.
(d) Access
Residents must have equal access to the services to which they are
entitled.
(e) Information
Residents must receive full and accurate information about their
services.
(f) Openness and transparency
Residents must be informed about government departments,
operations, budgets and management structures.
(g) Redress
Residents are entitled to an apology, explanation and remedial action if
the promised standard of service is not delivered.
(h) Value for money
Public services must be provided economically and efficiently.
28
1.1.8 Municipal Vision
The Municipality’s long-term Vision is as follows:
‘To be a globally competitive and preferred Metropole that works
together with the people.’
This Vision is currently being reviewed to ensure that a realistic and
measurable, shared long-term vision is developed for Nelson Mandela Bay.
1.2 STRATEGIC OBJECTIVES
The strategic objectives of the Municipality’s IDP are as follows:
• To ensure universal access to quality basic services and infrastructure
development
• To be a learning and growth oriented, people-centred and integrated
institution
• To enhance the municipal contribution to job creation and poverty
eradication through local economic development
• To ensure sound financial management, viability and sustainability
• To ensure responsive, accountable, effective and clean government in
which public participation and engagement are central
• To establish integrated and sustainable human settlements in which
residents are provided with access to the full range of municipal services
and social infrastructure and amenities
These strategic objectives are encapsulated in the Municipality’s five key IDP
performance areas, namely:
• Basic Service Delivery and Infrastructure Development
• Local Economic Development
• Municipal Transformation and Organisational Development
• Municipal Financial Viability and Management
• Good Governance and Public Participation
29
CHAPTER TWO
SITUATIONAL ANALYSIS
2.1 INTRODUCTION
The situational analysis and statistics presented in this chapter indicate the
developmental challenges facing Nelson Mandela Bay, such as poverty,
unemployment and service delivery backlogs. The programmes and projects
in this IDP are informed by this scenario.
2.2 SITUATIONAL ANALYSIS OF NELSON MANDELA BAY
(a) Population – 1,1 million
(b) Households – 289 000 (formal areas)
(c) Area covered – 1950 km²
(d) Unemployment rate: over 35%.
(e) Altogether 117 922 of the total number of 289 000 formal households
are classified as indigent.
(f) 44% of households access at least one social grant.
(g) 30% HIV/AIDS prevalence rate, according to antenatal care statistics.
(h) 20% of residents have no or limited schooling.
2.3 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY
Water
(a) 100% of households with access to water within 200 m radius.
(b) 91% of direct housing connections.
Sanitation
(a) 91% of households connected to sanitation.
(b) 22 500 buckets in circulation.
30
Buckets are only being provided to informal settlements. This is an interim
service until the establishment of a formal human settlement to where the
bucket users will be relocated. Nationally, the target for meeting the housing
delivery target of 2014 has also been reconciled with the national target of
basic sanitation by 2014. Therefore, the funding allocation to meet the
housing top structure target is crucial, because the infrastructure component
thereof will provide for the elimination of buckets through the installation of
services to the human settlement.
Public Health
Solid waste management (refuse removal)
(a) 99% of households provided with basic level of refuse collection
(this excludes smallholdings)
(b) A door-to-door service is not provided in informal settlements,
contributing to littering and illegal dumping of domestic waste.
Primary health services
(a) Shortage of clinics.
(b) Overcrowded and understaffed clinics.
Electricity
(a) 98% of households with access to electricity in formally demarcated
residential areas.
(b) 12% of households without electricity, including undemarcated informal
areas.
Integrated Human Settlement Challenges
(a) Housing challenges
• Total backlog – 87 000
o Informal areas – 38 000
o Backyard shacks – 49 000
31
(b) Households living in stressed areas (servitude, floodplain and
overcrowded areas).
(c) Land and spatial planning challenges:
• Lack of strategically located land close to economic
opportunities for lower income households.
• Shortage of government owned land in inner-city and well
serviced areas.
• Lack of visible spatial restructuring.
• Lack of integrated human settlements.
• Lack of socio-economic and racial integration.
Infrastructure challenges
(a) The tarring backlog in Nelson Mandela Bay (approximately 485 km).
(b) Cost to eliminate tarring backlog (approximately R1,8 billion).
(c) Aging and poor infrastructure (especially electricity, water and
sanitation infrastructure in disadvantaged communities), resulting in
leakages, pipe bursts and blockages that culminate in service delivery
disruptions.
(d) Stormwater drainage problems in disadvantaged wards.
(e) Absence of a long-term capital investment plan to enable economic
growth and socio-economic development.
Library provision
The Municipality has a total of 22 libraries. The institution has embarked on a
process of computerising its libraries, equipping each with a full office
package and internet and e-mail facilities. The challenge with regard to the
provision of libraries is the insufficient funding received from the Provincial
Department of Arts and Culture to meet the demands of local communities.
Other community facilities
• Community and municipal halls = 31
• Customer Care Centres = 13
32
• Sport and recreation facilities:
o Sports facilities = 79
o Beaches = 19
o Pools = 18
• Developed Open Spaces = 1438
2.4 INSTITUTIONAL ARRANGEMENTS
The institutional analysis and structure of the Nelson Mandela Bay
Metropolitan Municipality are stated below. The structure provides for
accountability and transparent governance, in addition to enhancing legislative
compliance.
2.4.1 Political governance
2.4.1.1 Council
The Council has 120 Councillors (60 Proportional Representation (PR)
Councillors and 60 Ward Councillors). The Speaker is the Chairperson of
Council. The party-political and demographic representation of Councilors is
reflected in the table below:
TABLE 1: Party-political and Demographic Representation of
Councillors
GENDER DISTRIBUTION POLITICAL PARTY NUMBER OF
COUNCILLORS MALE FEMALE
African National
Congress
80 50 30
Democratic Alliance 30 23 7
Independent Democrats 4 4 0
United Democratic
Movement
2 2 0
33
Please note that the figures in the above table may vary from time to time.
The Municipality has 513 491 registered voters, of whom 56,13% cast their
vote in the March 2006 local government elections.
2.4.1.2 Executive Mayoral System
The Executive Mayor governs together with the Deputy Executive Mayor and
a team of nine Chairpersons of Portfolio Committees within an Executive
Mayoral Committee system. The Standing Committees are outlined below:
(a) Budget and Treasury
(b) Constituency Services
(c) Corporate Services
(d) Economic Development, Tourism and Agriculture
(e) Human Settlements
(f) Infrastructure, Engineering, Electricity and Energy
(g) Public Health
(h) Recreation and Culture
(i) Safety and Security
GENDER DISTRIBUTION POLITICAL PARTY NUMBER OF
COUNCILLORS MALE FEMALE
African Christian
Democratic Party
1 1 0
Freedom Front+ 1 1 0
New Vision Party 1 1 0
Pan Africanist Congress 1 1 0
TOTAL 120 83 37
34
2.4.2 Administration
The Municipal Manager is the head of the administration and Accounting
Officer, supported by the Chief Operating Officer, the Chief Financial Officer,
the Chief of Staff and the Executive Directors. The political leadership and the
administration complement each other to achieve the objectives of the IDP.
The diagram below reflects the macro structure (both political and
administrative) of the institution.
•
35
DIAGRAM 1 : Macro Structure of Nelson Mandela Bay Metropolitan Municipality
Speaker Chief Whip
Executive Mayor
Deputy Executive Mayor &
Mayoral Committee
Chief Operating Officer
Municipal Manager
Chief Financial Officer
60 Ward
Committees
Community
Chief of Staff
Executive Directors
Budget & Financial Control
Expenditure Management & Financial
Control
Revenue Management & Customer Care
Supply Chain Management
Treasury & Financial Support
Communications
Integrated Development Plan
Internal Audit & Risk Assurance
Legal Services
Policy, Strategy & Research
Monitoring & Evaluation
Uitenhage/Despatch Office
External Relations
Risk Management
Administrative Services
Asset Management
Constituency Services
Corporate HR Services
Facilities Management
Labour Relations
Municipal Information
Systems
Directorate:
Corporate Services
Beaches, Resorts &
Support Services
Fresh Produce Market &
Urban Agriculture
Nelson Mandela
Metropolitan Art Museum
Red Location Museum
Sector Development
Sports and Recreation
Special Projects
Trade & Investment
Directorate:
Economic
Development &
Recreational Services
Distribution
Technical Services
Projects
Retail & Commercial
Management
Directorate:
Electricity & Energy
Development & Support
Housing Delivery
Land Planning &
Management
Social Development,
Education &
Administration
Directorate:
Human Settlements
Design & Implementation
Project Management
Roads, Stormwater &
Transportation
Support Services
Water & Sanitation
Directorate:
Infrastructure &
Engineering
Administration
Environmental Health
Environmental
Management
Occupational Health,
Safety & Wellness
Parks
Primary Health Care
Waste Management
Directorate:
Public Health
Disaster Management
Fire & Emergency
Services
Security Services
Traffic & Licencing
Services
Directorate:
Safety & Security
Expanded Public Works
Programme
Helenvale Urban
Renewal Programme
Integrated Poverty
Alleviation
Technical & Operations
Coordinator EU/SPSP
Directorate:
Special Programmes
NELSON MANDELA BAY
METROPOLITAN
COUNCIL
36
2.5 WARD-BASED NEEDS AND PRIORITIES
The outcome of a community needs analysis in Nelson Mandela Bay is
reflected below.
Overview of key service delivery priorities and needs:
(a) Elimination of illegal dumping.
(b) Tarring of gravel roads and stormwater drainage.
(c) Development of facilities (sports fields, community halls, crèches, and
parks).
(d) Jobs, skills development and entrepreneurship support.
(e) Youth development.
(f) Elimination of water and sewage leakages and blockages.
(g) Wetlands and polluted rivers.
(h) Provision of sustainable human settlements, focusing on the following:
(i) Provision of bulk infrastructure for basic services.
(ii) Backyard shack dwellers.
(iii) Rectification of houses, including those without toilets.
(iv) Relocations.
(v) New housing developments.
(vi) Acquisitions of strategic land for human settlements
development.
(vii) Connecting water and electricity to houses built, but not
connected to services.
(j) Crime prevention.
37
Through the Municipality’s GIS, the following wards have been identified as
poor/underserviced (lack of social infrastructure and amenities as well as high
number of households accessing Assistance to the Poor Programme):
(a) Ward 4 (Walmer Township)
(b) Ward 10 (Zosa Street)
(c) Ward 12 (Malabar Ext. 6)
(d) Ward 13 (Helenvale)
(e) Wards 24, 26, 27, 28 & 30 (Soweto-on-Sea and Veeplaas)
(f) Wards 31 & 32 (Missionvale)
(g) Ward 37 (Joe Slovo / Kleinskool)
(h) Ward 38 (Portion of Bethelsdorp / KwaNoxolo)
(i) Ward 40 (St Albans / Van Stadens / Rocklands / Kuyga / Greenbushes /
Uitenhage Farms / Seaview)
(j) Ward 41 (Chatty)
(k) Wards 48 & 49 (Rosedale, Kamesh)
(l) Ward 52 (Daleview)
(m) Ward 53 (Ikamvelihle/Colchester)
Wards 54 & 55 (Motherwell NU10, 11, 12, 29 and 30)(o) Ward 60 (Wells Estate)
In addition, the Municipality has a 7-year Integrated Human Settlements Plan,
which covers the identification of informal settlements that lack basic services
for either upgrading or relocation.
38
Municipal Ward Priorities
The following needs and priorities were directly identified by the communities
of each ward:
WARD PRIORITIES
Beachfront Upgrade
Stormwater Upgrade
Traffic Calming Measures
Major Transport Routes Upgrade
Provincial Road Network Upgrade in Peri-urban Areas
1
Metro Service Centre in Summerstrand
Beach Front Upgrade
Palisade Fencing at South End Cemetery
Upgrade Frames Dam and provision of recycled Water
Illegal dumping – Summerstrand Ext. 14
2
Bayworld Upgrade and Refurbishment
Traffic Calming measures
Bus Embayments
Sidewalks
Stormwater Drainage Upgrade
3
Updating Walmer Policy Plan
Multi-Purpose Sports field
Renovation of Railway Houses
Long - outstanding Housing Projects: Rectification, Backyard Shackers and
New Housing
Upgrade Existing Sports Facilities
Stormwater Drainage Upgrade
Eliminating water leakages
Land for people living in methane gas areas
Eradication of illegal dumping
Eliminating illegal electricity connection
Housing rectification
4
Housing development
Traffic Calming Measures
Public Toilets 5
Multi-purpose Facilities/Recreation Facilities
William Moffat Rehabilitation
Glen Hurd Drive
Illegal dumping in Fairview
Municipal Waste Disposal Tip Site in Fairview
6
Extension of John Road to Walter Road
39
WARD PRIORITIES
Skills Development & Entrepreneurship Support
Transfer Station
Tarring of Culs-de-sac
High Mast light
Side Walks & Playground Equipment
Law-enforcement mechanisms in Diaz Road
Multi-purpose Sport Centre (Erf 4244, Korsten)
Construction and upgrading of new Mooredyke Sports Field
7
Housing – accommodation for 300 backyard dwellers (Erf 4335)
Bus Embayments
Sidewalks
Traffic Calming Measures (Speed humps & Traffic circles)
Multi-purpose Sports field
8
Stormwater and Sewerage Infrastructure Upgrade
Tip Site Upgrade
Street lights
Traffic Calming Measures
Stormwater Pipes Upgrade
9
Removal of illegal hawkers/street vendors
Upgrade Ward Councillor’s Office
Relocation of Floodplain Squatters
Traffic Calming Measures
Transfer Station
10
Sidewalks
Housing (Zosa Street)
Relocation (Zosa Street)
Roll-over of funds – Zosa Street
Schauderville: Everyone in Ward must benefit from projects
11
Upgrading of Moriviam School
Housing
Upgrading Malabar Sports Field
Speed Humps
Play Park Fencing
Tarring of Gravel Wards
High Mast lighting
12
Upgrade of Roan Crescent
Sidewalks - NDPG
Upgrade Helenvale Sport fields & Changerooms to Accommodate Rugby
Speed humps
Housing
13
Skills Development & Entrepreneurship Support
Housing Rectification
Transfer Station
14
Completion of the upgrading of Mendi Cultural Centre
40
WARD PRIORITIES
Renovation of Embizweni Stalls and Toilets
Upgrade of Sports Facilities
Stormwater Improvements
Relocation of Adcock Homes to Chatty and Wells Estate
Tarring of Roads / Circles
Elimination of wetlands
Elimination of illegal dumping
Crime prevention
Prevention of illegal electricity connections
Upgrade of Sports Facilities
Tarring of Gravel Roads
Build 210 sites near museum
Traffic Calming Measures
Upgrading of Masangwana Day Care Centre / Cecil Kapi Hall
Housing rectification programme
Provision of bulk infrastructure
Full completion of sidewalks
Elimination of illegal dumping
Demolish / upgrade of old building structure in Avenue D
15
Rectification of toilets with defects
Housing (MK Silvertown, Qaqawuli)
Rectification (Tshangana Flats, KwaZakhele and New Brighton pre-1994
Houses)
Erection of Car Wash Area
Tarring of Gravel Roads
Sidewalks
Traffic Calming Measures
Creation of Gardening Site
Beautification of Lungelo Lake
Intensive programme of Skills Development for all sectors
Elimination of water leakages
Repair of storm damaged houses
Crime prevention
16
Acquisition of land for housing development (Transnet land)
Ward Councillor's Office
Tarring of Gravel Roads / Culs-de-Sac
Housing Rectification (Qaqawuli)
Elimination of illegal Dumping
MK Nconco Silvertown – private property and land
17
Stormwater drainage (Tsewu, Msimka, Stokwe streets)
Housing Rectification / Relocation (Ndaba street)
Upgrade of Concrete Roads
Wetlands for Mavuso Road
Tarring of Gravel Roads
Multi-purpose Sport Facility
Dumping Site / Skip
18
Traffic Calming Measures
41
WARD PRIORITIES
Elimination of sewer leakages in 27 houses (Ngene street)
Title deeds (27 families)
Repair of potholes
Repair of storm water damaged houses
Rectification of houses built with no toilets, electricity or water meters
Housing Projects (Awaiting approval of lay-out plan)
Peace Park
Capacity Development for / funding Co-operatives
Upgrading of School Sports Field
School Hall
19
Relocations
Housing Projects - Nonthinga and timeframes for projects
Upgrade Concrete Roads
Capacity Development for Co-operatives
Upgrade of Lunga Kobese Clinic
Upgrade of 2 small halls (Matthew Goniwe)
Multi-Purpose Sports Facilities
Traffic Calming Measures
Rectification of houses
Rectification of toilets with defects
Rectification of block drainage and water leakage (behind Italy)
Upgrading of hostels
20
Sewerage and water connections
Upgrade Sports Ground
Housing - Relocation of Shacks
Traffic Calming Measures
Housing Rectification
Wetlands
Upgrade of KwaZakhele Swimming Pool
Conversion of Ilungelo Primary School Facility to a Youth Resource Centre
(Negotiation with Dept of Public Works / Education)
21
Transfer Station
Tarring of Streets from Njoli to Koyana
Development of Sport fields with facilities, i.e. Changerooms, Small Halls, etc.
Relocation of Backyard Shack dwellers
Skills Development / Youth Development
Tarring of Circles
Elimination of illegal dumping
Elimination of crime
Occupation of Njoli Square show houses (Tubali street)
22
Rectification of houses
Development of NU2 Community Hall into a Multi-Purpose Sport Centre
including Public library
Development of Sport fields with facilities, i.e. Changerooms, Small Halls, etc.
Relocation of Backyard Shack dwellers
23
Skills Development / Youth Development
42
WARD PRIORITIES
Tarring of Circles
Rectification of toilets affected by road construction
Salamntu Sport Facility Upgrade
Tarring of Gravel Roads
Traffic Calming Measures
Multi-purpose Sports Field
Business Containers
High Mast Lights
Resolving illegal occupation of houses (Salamntu street)
Elimination of illegal dumping
Connecting water and electricity to houses built without them
Fast tracking of relocation
Maintenance of sports field (Gal City Sports Field)
Repair of flooding bridge
Maintenance of Zwide cemetery
Rectification of houses built without toilets (39 Mgengo Street)
Pollution of the Lake in Zwide that joins Swartkops
24
Rectification of houses
Sidewalks
Upgrade Zwide Stadium
Skills Development
Mobile Clinic
Sports field (open space)
Improving and renovation of NUBS Sports ground, Gal City Sports Field and
Soccer field (Booi Street)
Elimination of illegal dumping
Repair of unoccupied vandalized building (Mahakana Street)
Provision of houses
Rectification of sewerage leakages and blockages
Land for Crèches and cemeteries
Replacing manhole covers
Elimination of water leakages (Adonis and Mangcu Streets)
25
Repair of flooding bridge
Tarring of Gravel Roads
Housing
Skills Development & Job Creation
Zwide Swimming Pool
Community Hall
Elimination of illegal electricity connections
Elimination of water leaks (Skali Street)
Elimination of illegal dumping
Rectification of sewerage leakages (61 Haya Street)
26
Housing rectification (Silvertown)
Tarring of Gravel Roads
Urban Agriculture
Traffic Calming Measures
27
Develop Floodplain areas (Nomzamo and Hlalani)
43
WARD PRIORITIES
Upgrade of Soweto-on-Sea Square
High Mast Lighting (maintenance)
Check additional funding from Human Settlements (Province) for MPC
Upgrade of Clinic - Soweto-on-Sea
Upgrade Existing Sports Facilities
Elimination of illegal dumping
Cleaning of polluted river / canal (Arch Street)
Housing rectification
Repair ,maintenance and unblocking of blocked drains
Upgrading / replacement of small sewer pipes in Soweto area
Skills Development for Youth
Traffic Calming Measures
Poverty – ATTP
Relocation of Zwide Customer Care Centre needs political direction
Elimination of Illegal dumping
Repair of sewer pipes (Khoza Street)
Attend to burnt houses
Rectification of houses (Ndulwini and Jijana area)
28
Solving the problem of sites incorrectly allocated (Emfundweni Hill)
Greening of the Ward (No greening during drought)
Street Lights
Traffic Calming Measures
Parks in Open Spaces
Tarring of Gravel Roads
Convert Rent Office to Multi-purpose Sport Centre
Rectification of houses (Sisonke and Silvertown)
29
Resolving the problem around occupied houses (Kuwait area)
Traffic Lights (Cetu, Mangaqaka, Ralo and Mdoda)
Renovation of Hawkers' Facilities – toilets and electricity
Building of cement stairs at Ben Mazi, Sworens, Peter Frans and Matroos
streets
Entrance Beautification at KwaMagxaki
Develop a floodplain area in Veeplaas
Provision of water (Funduzufe Crèche)
Utilisation of dormant business centre incubator
Elimination of illegal dumping
Rectification of houses (Nobebe Street)
Rectification of billing system (KwaMagxaki Area)
30
Repair of sewerage pump station
Multi-purpose centre (include library) in Windvogel
High Mast lighting
Traffic Calming Measures
Social Housing - Identification of Land Parcel
Funding for Co-operative
Wetland / Water-ponds
Rectification
31
Job Creation
44
WARD PRIORITIES
Housing
Sport field in Algoa Park – Upgrading
Complete pegging in area
Multi-purpose Sport Field – Salsoneville
Tarring of Gravel Roads
Irrigation system to Park - Catherine & Wynford streets
High Mast lighting
Fencing of Substations – Electricity
Resurfacing of Concrete Roads
32
Bush Clearing
Tarring of Gravel Roads
Community hall – MPCC
Electricity vending Machine
Satellite Police Station
Housing Rectification
Library - incorporated in MPC
Repair and maintenance of salt pan trench
Covering of exposed electricity cables (Baart Street)
Rectification of houses
Elimination of illegal dumping
Repair ,maintenance and unblocking of blocked drains (Black bend Area)
Repair of unoccupied vandalized building
Provision of housing (Eradication of bucket system)
Rectification of toilets (Ngayi and Mbeki Street)
Relocation of people (Mkhwane and Mgwali Streets)
Installation of stand pipes (Joe Slovo West)
33
Uninterrupted water supply
Footbridge
Community Hall / MPCC
High Mast lighting
Traffic Calming Measures
Transfer sites / Recycling stations
Backyard shack dwellers – Housing
Clinic and Library - both exist in Ward 38
Sports Field - Identification of land
Repair ,maintenance drains (Lekker Street)
Repair and maintenance of toilets (Eucomus Street
Installation of a sewerage system (Happy Lane)
34
Rectification of houses
Stormwater Drains – Maintenance
Upgrade & Fencing of Parks
High Mast lighting
Transfer Sites (Illegal Dumping)
Traffic Calming Measures
Bush Clearing and vegetable gardens (behind Sanctor High School)
Repair Street Cracking (Rensburg and Babinia Streets)
35
Repair Blocked Drains
45
WARD PRIORITIES
Reduce Crime
Prepaid Electricity vending machine
Informal Housing Electrification
Layout plan for Westville - Housing planning
Maintenance of Streets
Tarring of Roads at KwaDwesi Extension
Water Leakages at KwaDwesi and KwaDwesi Extension
Traffic Calming Measures at Mission Road
Elimination of illegal dumping (e.g. Mceya Street)
Rectification of houses
36
Repair of flooding bridge
Multi-purpose Centre / Sport Complex - Joe Slovo
Library - KwaDwesi Extension (Raymond Mhlaba Village)
Tarring of Roads (KwaDwesi Ext. Phase 2; KwaNoxolo; Kleinskool; Joe
Slovo; Bethelsdorp Ext. 31,32,33,34,36 & 37 and Xundu Village)
Sport Stadium
Electrification of Joe Slovo West houses
Provision of water and electricity (Joe Slovo West)
Rectification of houses (Mzwandile Street)
Repair of sewerage inside the house (Siyaphi Street)
37
Maintenance of Park (Mvimbela and Maseti Streets)
Tarring of gravel roads
Upgrading of the George Botha Sport Field
Rectification of houses
Traffic Calming Measures
Renovation of Parks / playing fields
Customer Care Centre - Stepping Stones
Transfer Stations
Elimination of illegal dumping
Repair of water leakages (Siyavuka Street)
Repair Blocked Drains
38
Crime prevention
Traffic Calming measures
Customer Care Centre - Exploring rental of existing facilities
Relocation
39
Crime Prevention
Sidewalks
Rocklands Community Hall and St Albans Community Hall, plus Clinic
Kuyga Library
Cleaning
Housing - St Albans; Seaview; Witteklip
Provision of water and electricity
Relocation of families
Acquisition of land for crèche, cemetery and playing field (Seaview - New
Rest)
40
Landscaping of cemeteries
46
WARD PRIORITIES
Greenfield Fire Station
Booysens Park - early childhood centre
Nceba Faku Youth Centre
Bethelsdorp Multi Sports field - Erf 12420
Complete Upgrade Booysens Park Sports Field upgrade
Cemetery for Chatty - New Developments
Swimming pool - Booysens Park
Jacksonville - upgrade of Sport Field to multi-sports field
Building of a formal structure (Lukhanyo Educare Centre)
Elimination of illegal electricity connections
Repair and maintenance of burst sewer pipes (Hering Street)
Building of bridge (Green fields)
Provision of water and electricity
Rectification of houses
Repair of flooding bridge (Phola Park)
Repair of blocked sewer drain
Completion of incomplete housing structures
41
Attending to water-logged housing
Construction of MPCC - Erf 5551
Tarring of Roads in area 8
Sidewalks / major taxi route
Clinic in Area 7 - Erf 30174 and Area 8 - Erf 32537
Sport Field maintenance and upgrade
Community Library in Area 8 - Erf 30798
Community Police Station
42
Rectification of houses
Speed humps
Sidewalks & Beautification
Improve Monitoring system of projects
Extension of Mondile Street clinic
Speed humps at Pitayana Road/ Khwatsha Street
EDRS Projects - Auto Cluster Incubator; Soft Projects Business Incubator, etc
Public Health Projects - Street Sweeping, Maintenance of Parks/verges,
TB/HIV and AIDS awareness campaigns
Rectification of houses
Elimination of illegal dumping
Repair and maintenance of trenches
43
Elimination water leakages
Youth Development Centre
Councillor’s Office
Pedestrian Bridge - Mqolomba Park precinct
Installation and upgrading of sewer pipes
High mast lights
Upgrade clinic - shelter from rain
Traffic Calming Measures
Stormwater
Transfer sites
44
Tarring of street in Solomon Mahlangu area
47
WARD PRIORITIES
Rectification of houses
Elimination of illegal dumping
Kamesh Cell 3 – Tiryville
Housing; Phases 1 - 3, squatters and backyard dwellers
Tarring of Internal Gravel Roads
Traffic calming and danger plates
Kruisrivier
Tarring of Internal Gravel Roads going to Groendal Dam
Kwanobuhle
Youth Centre
Withoogte
Installation of Water for the whole area
Mimosadale/Rooihoogte: relaying of water onto residential premises
High mast lights
Sidewalks
Bush clearing
45
Sports field upgrade
Sidewalks
Beautification of Mathanzima Square
Improve Street signage
Traffic Calming Measures
Multi-purpose centre
Pedestrian Bridge
Land for community gardens / Urban Agriculture
Rectification of water logged houses
Rectification of houses
Elimination of illegal dumping
46
Construction of houses
Sports facilities
Bus stop shelter drainage to be upgraded / stormwater
Multi-purpose sports facility
Backlog housing/Blocked Projects; Rectification
MPCC: Library, Day Care, Youth, theatre, Arts & Culture
Tarring of Roads
High Mast Lighting
Traffic Calming Measures
illegal dumping - Open space at Menze street for transfer station
Elimination of wetland
Rectification of houses
Completion of incomplete houses
Elimination of water leaks
47
Elimination of illegal dumping
No Electricity, Tarring, Water, Housing, Sanitation
Pre-schools
Robots & Speed Humps
What happens to Backyard shack dwellers when houses are built?
48
Steel guards – Bains Road, Arteria and open Middle Street (one way) and join
48
WARD PRIORITIES
by Bains Road
Construction of houses
Maintenance of Roads
Car Wash
Stormwater pipes
Housing Development - Back of McCarthy School
Recreational Facilities
Multi-purpose sports fields
49
Development of Hall into Resource Centre with library, day care, etc.
Rectification Mandela 1
Building of clinic has started
Increase number of street lights
Upgrading of Sanitation pipes
Mobile office for Disaster Management
Multi-purpose Sports fields
Upgrade of Old Age Facilities - (Ward Councillor's ex Office)
Traffic Calming Measures
Elimination of wetlands
Relocation of houses built by Province in floodplains
Provision of water
Construction of sewerage system
Eradication of bucket system
50
Completion of incomplete houses
Stray animals
Rectification
Tarring of Streets & Circles
Traffic Calming Measures
Illegal Dumping
Maintenance of Stormwater
Overgrown sidewalks
Prostitution problem
Bush clearing to curb criminal activity
Christmas lights - Main Road – December
51
Sport field upgrading
Speed Humps
Monument (1985 Despatch massacre)
Khayamnandi extension (8000 houses)
New Fire Station
MPC with pool
Tarring of Conjunction Rd
Upgrade of Daleview Sports fields
Ward-based co-ops
Rectification of houses (Daleview and Gufingqambi)
Repair of water leakages
52
Elimination of illegal dumping
49
WARD PRIORITIES
Multi - Purpose Centre: Ikamvelihle
Multi-purpose Sport Field
Housing Backlog
Mobile Clinic
Upgrading of Streets
Rectification
Containers: Hawkers’ Facilities
Repair of water leakages (Mgwevu Street)
Elimination of illegal dumping
Repair of unoccupied vandalized building
Upgrading and maintaining of parks and sport fields
Repair and maintenance of burst sewer pipes (Buthelezi Street)
Provision of water and sanitation (Ramaphosa Village)
53
Elimination of wetlands
Crime Prevention Projects
Acceleration of Development of Dyakalashe and Mbongisa Streets
Ward-based cleaning Co-operatives
Skills Development
54
Rectification - 18 Disaster Affected Houses
Rectification NU10 & 11
High School
Multi-purpose Centre
Humps & robots
Upgrade / Extension of NU11 Clinic
55
Upgrade of sports field to a Multi-purpose Sports field
Community Hall
Speed humps
Sports Fields – Upgrade
Funding of catering Project (Bakery co-operative)
Speed humps
Food Gardening / urban Agriculture
Tarring of Gravel Roads
Mobile Clinic
Co-operative Capacity Building
56
Completion of houses in abandoned sites
Relocation to NU29
Multi-purpose centre
Upgrading of Sports Fields
Speed humps
Defective Houses
Skills Development Youth
57
Music Academy
Pre-school
Cleaning of tunnel/canal - NU8
Old Age home
58
Soup Kitchen with technical college
50
WARD PRIORITIES
Small hall
Completion of houses in abandoned sites
Sport facility - Erf 7381
Skills development for youth and Job Creation
Library
Tarring of Gravel Roads
59
Open Space Development
Housing Programme and rectification (Colchester)
Servicing Sites
Vacant Business sites
Skills Development Empowerment
Library site identification and planning
Informal Sports fields
Traffic calming measures
Overhead pedestrian bridge to St Georges
Motherwell Cleaning & Greening Programme
Mobile Police Container Partnership Programme
Expansion of Wells Estate Clinic
Repair of water leakages (Mthunjeni Street)
Construction of a drainage system
Relocation of informal settlements (Qoboqobo Street)
60
Elimination of illegal dumping (e.g. Malinga and Sityotyolweni Streets)
51
CHAPTER THREE
SPATIAL DEVELOPMENT FRAMEWORK, SECTOR PLAN LINKAGES
AND INFRASTRUCTURE INVESTMENTS
To ensure sustainable growth and development in Nelson Mandela Bay, it is
vital that all strategic planning processes are aligned and fully integrated, so
that development does not take place in an ad hoc or fragmented manner.
Key to this, is the development of a long-term vision and strategic plan, which
will be completed during the 2011/12 financial year. This Strategy will inform
future integrated development planning, which will in turn inform the Spatial
Development Framework of the Municipality. The Metropolitan Spatial
Development Framework (MSDF) contains a number of key sector plans that
are necessary for development, such as the ones reflected under Section 3.3.
The Metropolitan Spatial Development Framework in turn informs the Local
Spatial Development Frameworks, which are more specific and location
bound. These frameworks are supported by an Integrated Land Use
Management System. The diagram below reflects these linkages:
CITY-WIDE DEVELOPMENT STRATEGY
INTEGRATED DEVELOPMENT PLAN
METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK
LOCAL SPATIAL DEVELOPMENT FRAMEWORKS
LAYOUT PLANS AND
LAND USE MANAGEMENT SYSTEM
52
The Metropolitan Spatial Development Framework outlines the desired spatial
development of the metropolitan area, as contemplated in Section 25(e) of the
Municipal Systems Act (Act 32, 2000). It also highlights priority investment
and development areas, and will therefore serve as a guide to decision-
makers and investors. It should be emphasised that the MSDF is an integral
component of the IDP and translates this Plan into its spatial implications to
provide broad, overall development guidelines. This tool must therefore not
be used in isolation, but must support decision-making within the context of
the IDP and a City-wide Development Strategy.
The MSDF should furthermore not be interpreted as a blueprint aimed at
managing physical development, but rather as a framework that provides
guidance in respect of the location and nature of anticipated growth and future
development in Nelson Mandela Bay. Desired patterns of land use are
indicated, although room still exists for interpretation and further refinement.
The interpretation and finer details appear in the Local Spatial Development
Frameworks. The MSDF is development orientated to allow for growth and
changing circumstances and to promote investor confidence.
The MSDF is aligned with and does not conflict with other development
strategies, nationally, provincially and regionally.
In May 2006, the MSDF was approved in principle by the Executive Mayor. It
underwent a public consultation process, which was concluded in early 2008.
A number of workshops were held with Councillors during 2007 and 2008, and
the MSDF was finally approved by Council in April 2009, along with the IDP.
In the 2006/07 financial year, four studies critical to the MSDF were
commissioned. These are:
(a) Demographic study
This study, which was completed in March 2007 and adopted in August 2007,
provides definitive data on population size, growth, migration and emigration
trends. The study includes specific data on the impact of HIV and AIDS and
socio-economic aspects. Indications are that the local population is smaller
than previously estimated and will grow less in the future than originally
anticipated.
53
The information obtained from the study gives certain quality of life
information, as well as informal settlement patterns.
The information from the study indicates that current trends have implications
for growth and development in Nelson Mandela Bay. Arising from this
information, certain interventions could be made in order to influence future
growth, the development and the quality of life of citizens.
The demographic study results are therefore being continually examined in
the form of annual updates to determine the policy and strategic implications
arising from the information provided in the study. This is being done in two
phases: initially, the information is analysed to determine the long-term
implications of the existing trends and, secondly, strategic and policy
interventions are developed to influence the trends identified in the study.
(b) Urban Edge, Rural Management and Urban Densification Study
This study, which comprises three parts, was finalised in 2008. The public
participation process was also finalised in 2008. In the one section, the
permissible subdivision possibilities in the peri-urban areas of Nelson Mandela
Bay are identified, taking into account agricultural potential, servicing and
environmental aspects.
Against the objectives that urban sprawl must be curtailed and optimal use
made of existing infrastructure, the second section of the study identifies the
areas in the metropolitan area in which densification could be permitted.
Tolerable limits in terms of servicing and other criteria are also identified and
the proposals are aligned with engineering service capacity.
The third section of the study entails the refinement of the delineation of the
urban edge.
The study was approved by Council in 2008 and is being implemented.
54
(c) Strategic Environmental Assessment
The Municipal Systems Act requires that the environmental impact of the
MSDF be evaluated. This study was completed in 2007 and was a major
structuring element of the MSDF.
The findings of the study have culminated in the development of an
Environmental Management Framework (EMF), which will be completed by
December 2011. The primary objective of the EMF is to facilitate the
conservation of important natural resources, whilst at the same time creating
an enabling environment for the rapid delivery of municipal services in areas
of low environmental value or sensitivity.
On completion, the EMF must be submitted to the Province for approval. The
approved framework will define geographical areas and identify uses where
development may proceed without the need to prepare detailed EIAs. This
will expedite development as well as ensure that development in Nelson
Mandela Bay is undertaken in a more sustainable manner.
(d) Land Use Management System
A Land Use Management Policy is in place. The twelve zoning schemes
applicable in Nelson Mandela Bay have been amalgamated into a single set
of draft regulations and procedures. It is a legal requirement in terms of the
Municipal Systems Act that an SDF address a Land Use Management System
in order to define basic developmental principles.
The results of the above four studies have been fed into the MSDF.
The MSDF represents the various levels of plans to be established. These
levels of plans are as follows:
• Metropolitan Spatial Development Framework. This framework will
address Metro-wide issues and provide broad, overall development
55
guidelines. It is to be based on a city-wide long-term development
strategy.
• Local Spatial Development Frameworks. These are in various stages
of formulation for designated areas or specific sustainable community
units. These plans will provide detailed development guidelines to
address specific issues at a more local level.
The entire Metro will be covered by LSDFs. Thus far, the Lorraine, 2010
Stadium Precinct, Helenvale and Motherwell and Wells Estate LSDFs have
been completed and approved by Council. The following LSDFs are under
development:
(a) Uitenhage and Despatch – LSDF is due for completion end 2011.
(b) Zanemvula LSDF – has commenced and is due for completion end
2011.
(c) Walmer LSDF – has commenced and is due for completion end 2011.
(d) Newton Park LSDF – has commenced and is due for completion end
2011.
(e) Western Suburbs LSDF – has commenced and is due for completion
during 2011.
(f) Happy Valley LSDF – has commenced and is due for completion during
2011.
(g) Inner-city LSDF – has commenced and is due for completion during
2011.
• Sustainable Community Unit Plans. These are more detailed plans for
predefined Sustainable Community Units. The SCU Plans could
coincide with a Local Spatial Development Framework, or a number of
SCU plans could make up a Local Spatial Development Planning area.
The basis for this planning level and the definition of the SCU will be
walking distance to services and amenities. The SCU planning
methodology is explained in more detail below.
56
• Layout Plans. Individual layout plans for new development areas must
conform to the dictates of the higher levels of planning identified above.
These could be for relatively small or for larger parcels of land. Layout
plans for privately owned portions of land will be prepared by the NMBM
and the private sector.
3.1 Spatial Development Framework proposals
Three focal points in the Metropolitan Spatial Development Framework are
regarded as key in achieving restructuring, integration and sustainability.
3.1.1 Sustainable Community Planning Methodology
The existing pattern of development in Nelson Mandela Bay is the result of
segregation-based planning. The structuring not only separates different racial
groupings in geographical terms, but has also resulted in great disparities in
standards of living, as well as access to infrastructural services, employment
and cultural and recreational facilities. As these imbalances serve as
constraints for redevelopment, they should be addressed and rectified.
Sustainable Community Units (SCUs) have been introduced to achieve a
more balanced structure in Nelson Mandela Bay, in order to reduce
discrepancies in terms of service provision and standards; promote integration
in socio-economic and functional terms; and provide for economic activities
and employment opportunities.
The urban areas of Nelson Mandela Bay have been divided into a number of
planning units or entities, known as Sustainable Community Units. These are
defined by the distance that an average person can comfortably walk in half
an hour, i.e. a 2 km radius. The planning methodology aims to provide the
requirements for a minimum standard of planning and living within those
areas; in other words, amenities, facilities and job opportunities must be within
walking distance of all residents. All SCUs in Nelson Mandela Bay are to be
linked by a public transport network that will ensure that all areas are
57
accessible to all communities by means of public transport, which is also
required in terms of the Integrated Transport Plan.
Moreover, the planning methodology concept identifies the need to make
higher levels of sustainability and integration in Nelson Mandela Bay the
primary focus of SCU planning. The basis for sustainable community
planning lies in the development principles that have been adopted at
national, provincial and local government levels, as supported by legislation
and government policies. The development goals and principles of particular
importance for spatial planning in SCUs are:
(a) Poverty alleviation and the satisfaction of basic needs.
(b) Focus on special needs groups (HIV and AIDS affected persons,
children, the elderly, and persons with disabilities).
(c) Gender equality and equity.
(d) The environment (physical, socio-economic).
(e) Participation and democratic processes.
(f) Local economic development.
(g) Accessibility (public transport and pedestrian focus).
(h) Mixed-use development.
(i) Corridor development.
(j) Safety and security.
(k) Variation and flexibility.
(l) Densification.
(m) Reducing urban sprawl.
To achieve both sustainability and integration, six functional elements have
been identified as needing attention in relation to the above principles.
These six functional elements are:
(a) Housing.
(b) Work.
(c) Services.
58
(d) Transport.
(e) Community.
(f) Character and identity.
Focusing on these six elements, minimum standards are pursued to achieve
an acceptable planning quality that will result in an improved quality of life for
residents in these areas (for more detail on the planning methodology outlined
above, refer to the Sustainable Community Planning Guide, dated June 2007;
also available on the municipal website: www.nelsonmandelabay.gov.za).
3.1.2 Corridors and accessibility
In restructuring Nelson Mandela Bay, the development of corridors along
major routes that have the potential for integrated mixed land use
development, supported by improved public transport services (e.g. the
Khulani Corridor), is also envisaged. An Integrated Transport Plan (ITP) has
been developed as a key component of the MSDF.
As the primary goal of the ITP is to improve accessibility for all residents of
Nelson Mandela Bay, it has a strong focus on public transport provision.
Visible implementation projects are the introduction of the Integrated Public
Transport System, as well as various pedestrian and cycle-paths along major
roads.
3.1.3 Economic development and growth
This crucial component of the Spatial Development Framework seeks to
generate means to support and enhance urban development. Various
interventions may be utilised to support economic growth and development,
based on a number of considerations, such as:
59
(a) the importance of linking the residents of Nelson Mandela Bay to
opportunities;
(b) directing investments to places where they will have the greatest effect;
(c) protecting and enhancing natural and cultural resources for sustainability
and enriching the experience of Nelson Mandela Bay; and
(d) weaving the growth of Nelson Mandela Bay strongly into the economic
fabric of the Eastern Cape Province.
A brief synopsis of the proposals relating to economic growth and
development that will be contained in the MSDF is presented below. These
proposals are:
(a) Implementation of an urban edge or urban growth boundary: It is
important to note that an urban edge should not be seen as a rigid
regulatory mechanism to retard development initiatives. It is rather a
policy statement aimed at redirecting patterns of growth and encouraging
all parties involved in development to reconsider all options available.
The line put in place will apply for the next few years and may be
amended in subsequent reviews of the MSDF. The following guidelines
for development will apply:
Land uses within the urban edge: Land uses within the urban edge that
are consistent with the relevant local precinct plan, the Spatial
Development Framework and the Land Use Management Plan and/or
Town Planning Scheme will be permitted, subject to the normal
procedures and legislation, e.g. environmental considerations and
transportation requirements. Note that the urban edge does not imply
that the entire area can/should be allowed to develop and that
development rights are therefore guaranteed. Factors such as timing,
the availability of services and the environment must be taken into
account when considering applications within the boundary.
60
Land uses outside the urban edge: Land uses that are peri-urban in
nature are more desirable and must therefore be promoted outside the
urban edge. Where applicable, these will also have to be in line with
local and provincial policies (e.g. the Rural Management Policy).
(b) Peripheral uses: The area located directly outside the urban edge is
earmarked for peripheral uses. It is envisaged that a transitional area
will develop around the urban edge, which may comprise a range of
different peripheral uses. It is proposed that low-intensity land such as
agricultural holdings, peri-urban residential uses, low-intensity service
industries (typically those occurring on agricultural holdings) as well as
urban agriculture be promoted in the fringe area around the urban edge.
These uses should support and protect the urban edge and serve as a
barrier to restrict the future expansion of the urban environment. It is
also necessary to utilise opportunities for urban agriculture in this area
optimally, especially close to disadvantaged communities.
(c) Extensive agriculture: The areas outside the urban edge represent a
peripheral use zone, identified by the Department of Agriculture as prime
agricultural land on which extensive agriculture should be protected and
promoted. The provision of services such as health, education and
retail, must also be catered for in these areas.
(d) Activity nodes or areas: A wide range of activity nodes or areas
accommodating a variety of activities exists. These can be divided into
four main core areas, namely:
• Port Elizabeth
• Uitenhage
• Despatch
• Coega IDZ
In terms of retail, the existing three Central Business Districts (CBDs),
located respectively in Port Elizabeth, Uitenhage and Despatch, must be
maintained and strengthened to protect public and private investment in
61
these areas. The implementation of Business Improvement Districts is
proposed as a strategy to improve safety, security and overall
environmental improvement, particularly in the CBDs.
The industries/commercial undertakings serving Nelson Mandela Bay
include the full range of industrial activities, from heavy and toxic
industries to light industrial, commercial and warehousing activities.
Within the context of the four core areas identified, the functional
specialisation of these industries/commercial undertakings must be
promoted, in terms of both local and regional contexts.
The existing residential nodes of Rocklands, Seaview, St Albans and
Witteklip located outside the urban edge are recognised, but their
expansion must be curtailed. Furthermore, the agricultural use of the
properties abutting these residential nodes must be encouraged to
stimulate economic development within these nodes.
(e) Infill development priority areas and social housing: The two main
priority areas in terms of infill development (utilising undeveloped/
underdeveloped land in central locations) are the Fairview and Salisbury
Park areas, which were the subject of recent land restitution claims.
These pockets of land are strategically located, and detailed subdivisions
have been undertaken for their development.
In addition to the above, the MSDF provides for social housing within the
context of identified Restructuring Zones, as defined in government
policy and draft legislation. Opportunities for social housing will therefore
be provided in specific, defined localities that have been identified as
areas of opportunity (largely economic), where the poor have limited or
inadequate access to accommodation and where the provision of social
housing will contribute to redressing the situation that the urban poor live
in locations far removed from areas of vibrant economic growth.
62
In the preparation of all LSDFs, opportunities for, inter alia, social
housing will be identified.
Within restructuring zones where social housing occurs, a capital grant
(a grant over and above the current institutional subsidy) will apply. This
grant is a significant capital contribution from national government for the
development of social housing and may be used only within approved
restructuring zones. Outside of approved restructuring zones, the
institutional subsidy (provincial grant) may be used for rental or other
forms of subsidised development.
The Social Housing Act No. 16 of 2008 makes provision for the
accreditation of social housing institutions. Only accredited social
housing institutions may implement projects in designated restructuring
zones. Projects must also be accredited to qualify for the capital grant.
The NMBM is in the process of applying for accreditation to enable it to
assume a developmental role with regard to the provision of social
housing. The role of local authorities in respect of social housing
includes creating an enabling environment in terms of land identification
and disposal to delivery agents.
Social housing must take the form of medium density multi-unit
complexes that require institutionalised management, such as
townhouses, row houses, multi-storey units and walkups, but exclude
detached units. Considering the above locational criteria and the current
limits on funding for social housing, six areas have initially been identified
as restructuring zones. These areas, which have been approved by
Council and the provincial authority, are:
• Mandela Bay Development Agency mandate area
• Walmer
• Mount Road
• Fairview
63
• Uitenhage CBD
• Despatch CBD
The following ten additional restructuring zones have been identified and
approved by Council, but not yet by the provincial authorities. Provincial
approval is being negotiated; however, the approach of the provincial
authorities is to not approve further restructuring zones until projects in the
existing zones have been realized.
• Parsonsvlei
• Lorraine
• Motherwell
• Chatty
• Summerstrand
• Wells Estate
• Hunters Retreat
• Newton Park
• 2010 LSDF area
• Greenbushes
During 2009, the Municipality identified and appointed two social housing
partners for the implementation of social housing in the municipal area.
These partners, namely Own Haven and SOHCO, signed agreements with
the Municipality in September 2009. A further potential partner, Imizi, is
preparing to meet the criteria necessary to become a fully fledged social
housing institution.
(f) Strategic development areas: As far as future residential expansion is
concerned, a number of major precincts have been identified, namely:
• Zanemvula (incorporating Soweto-on-Sea, Chatty Extensions 2 – 5
and 9 – 17, as well as Joe Slovo West)
64
• Walmer Gqebera, particularly the methane gas site
• KwaNobuhle South
• Uitenhage East
• Motherwell
• Wells Estate
• Hunters Retreat (end of Walker Drive)
As not all this land is required immediately, these areas will be
developed in a phased approach, based on the availability of bulk
service infrastructure.
(g) Metropolitan Open Space System: A Metropolitan Open Space
System (MOSS) has been defined for the metropolitan area and is
schematically illustrated in the MSDF. The MOSS has been revisited as
part of the Strategic Environmental Assessment, and the MSDF now
defines the revised MOSS.
(h) Transportation: The land use framework, as highlighted above, is
supported by a transportation network and public transport system.
These proposals are embodied in the Integrated Transport Plan and the
Public Transport Plan.
3.2 IMPLEMENTATION AND PRIORITISATION
The MSDF provides strategic guidance on the areas where the Municipality
should focus the allocation of its resources. In order to assist in prioritising
projects and allocating resources, four main elements of the MSDF were
isolated as geographic entities that could give guidance as to where the
priority capital investment areas lie. These areas are:
(a) Core economic areas
(b) Infill priority areas
(c) Strategic development areas
(d) Service upgrading priority areas
65
The MSDF is also supported by a number of sectoral plans and topic-specific
planning documents, including the following, as earlier discussed:
(a) Strategic environmental assessment
(b) Urban edge/Rural management and urban densification policies
(c) Demographic study update
(d) Land Use Management System
3.3 INCORPORATING SECTORAL PLANS
The various sectoral plans incorporated into the MSDF are identified in this
section. These sectoral plans, which have major spatial implications for the
MSDF, are as follows:-
(a) Coastal Management Plan
(b) Disaster Management Plan
(c) Environmental Policy
(d) Infrastructure Development Plan
(e) Integrated Transport Plan
(f) Integrated Waste Management Plan
(g) Local Economic Development Strategy
(h) Metropolitan Open Space System
(i) Public Transport Plan
(j) Tourism Master Plan
(k) Integrated HIV and AIDS Plan
(l) Water Services Development Plan
In addition to this, with the preparation of the more detailed Local Spatial
Development Frameworks and their approval, the MSDF becomes more
detailed.
66
Furthermore, a number of large developmental projects are being mooted in
and around Nelson Mandela Bay. If each were to be developed in a
fragmented, isolated manner, successful development would be more difficult
to achieve. However, if all the proposed projects were developed
comprehensively and in support of one another, a collective momentum would
be generated. Together, these projects would place Nelson Mandela Bay in a
highly competitive position to attract tourism and other investment, both
nationally and internationally, and would promote domestic economic growth.
The major projects identified, are outlined below:-
3.3.1 Njoli Square Development
Njoli Square is situated in the heart of KwaZakhele, approximately 10 km to
the north of the Metro’s CBD. Despite its name, Njoli Square is not a square,
but a large traffic circle – one of the major transportation hubs in the Ibhayi
area.
As one of the key nodes in the Khulani Corridor that links Motherwell in the
north to the Port Elizabeth CBD in the south, Njoli Square has attracted
significant informal trading and semi-formal business, making it the most
important commercial node within the greater KwaZakhele area.
It is the Municipality’s vision that Njoli Square be redeveloped into a dynamic
civic centre, to serve as a catalyst to encourage and stimulate private sector
investment in the surrounding area.
3.3.2 Mandela Bay Development Agency (MBDA)
Established in 2003, the Mandela Bay Development Agency is a municipal
entity mandated to facilitate the regeneration of the Inner-City area and the
development of the harbour area, with a view to promoting economic and
tourism development against the backdrop of urban renewal. The MBDA’s
67
mandate also extends to the Uitenhage Inner-city and development areas.
Exciting projects such as the International Convention Centre, the Freedom
Statue and the upgrading of the CBD, featured below in more detail, are being
driven by the MBDA.
Due to the movement of commercial activities to the suburbs, the historical
city centre of Port Elizabeth and now that of the metropolitan area has been
under threat for some years.
In an effort to counteract the decline of the CBD and to restore its critical role,
the Mandela Bay Development Agency, in conjunction with the Planning
Section of the NMBMM, is preparing a Local Spatial Development Framework
to guide development and to identify projects to uplift this area.
This plan recognizes the central area, which covers the harbour/waterfront
area, South End, Humerail, the CBD, Richmond Hill, Central and North End,
as crucial to the growth and development of the Metro as a whole.
Presently work is being done on, inter alia, Govan Mbeki Avenue Phase 2, the
Strand Street upgrading, the Donkin Reserve and the multi-nodal interchange
at the intersection of Govan Mbeki Avenue and Russell Road. The
development of the former Tramways Building by private developers is also
being pursued.
The following underline the need for prioritised attention to the CBD:
(a) It is the heart of Nelson Mandela Bay and therefore important to all its
citizens and communities.
(b) From a historical and architectural point of view, the downtown area is
one of the most important areas of the city. It is therefore vital that it be
preserved and utilised to stimulate tourism and the economy.
(c) All transportation infrastructure focuses on the central part of Nelson
Mandela Bay, making it easily accessible to all communities.
68
(d) It has traditionally always been an area in which different communities
meet and can therefore play an important role in the integration of
Nelson Mandela Bay.
(e) It is ripe for redevelopment. Many businesses and organisations have
moved out or are looking to move out of the central area, and the
continuation of this trend could be disastrous in terms of lost
opportunities.
(f) It is the civic and economic centre of Nelson Mandela Bay and is
therefore critical from a local and regional point of view.
(g) The image of Nelson Mandela Bay. The unique central area of any city
distinguishes it from all other cities. It is the face that is presented to
the rest of the world. This area therefore has an important role to play
in establishing an identity for Nelson Mandela Bay, internationally,
nationally and regionally.
The broad objective is to start a sustainable process aimed at achieving the
goals of the MSDF. Other objectives are to develop the city centre
economically as an integrated civic hub, also from a transportation point of
view.
3.3.5 International Convention Centre
A major convention centre, to be located in close proximity to the beachfront
and close to the Airport, hotels and beachfront attractions, is proposed.
Proposals have been called for on the former Telkom Park site and bids have
been received. Environmental and planning research is being finalised before
this will be taken further.
3.3.6 Casino Redevelopment
The two Casino Bid applications received in the municipal area were
evaluated by the Eastern Cape Gambling and Betting Board in 2009. The
existing site at the Boardwalk will be upgraded in 2011 by the addition of, inter
alia, a new conferencing facility, five-star hotel and spectacular water
fountain.
69
3.3.7 Motherwell Urban Renewal Programme (MURP)
This Programme represents a multi-faceted approach that will upgrade
amenities and services in the sprawling and impoverished area of Motherwell,
as well as promote employment and community participation in that area.
Extensive funding for capital projects has been received and work is
progressing in line with the Motherwell LSDF, which has recently been
prepared.
3.3.8 Helenvale Urban Renewal Programme (HURP)
Helenvale has been identified as an area urgently in need of upgrading. It
was accordingly decided to establish the Helenvale Urban Renewal
Programme, based on the Motherwell Urban Renewal Programme. This
Programme has also adopted a multi-faceted approach to the upgrading of
amenities and services in Helenvale and to fostering employment and
community participation.
3.3.9 Urban agriculture
The Urban Agriculture Project will allow poor and disadvantaged communities
to secure food and to enter into an economic activity, as part of the
Municipality’s long-term vision to develop agriculture into a strategic economic
sector.
3.3.10 Beachfront development
Totalling approximately 100 km of beach and coastline, its beachfront is the
Metro’s greatest natural asset. This largely underdeveloped and unexploited
area has the potential of forming the foundation of a thriving tourism,
recreation and holiday industry.
70
The Integrated Beachfront Development Plan, which focuses on the 25 km
stretch of beach from St George’s Strand in the north to Flat Rock in the
south, aims to maximise the strengths and opportunities of the beachfront
area and to prevent unplanned ad hoc development, which could impact on
the prime beachfront area.
The plan is being complemented by a study on the impacts of sea level rise,
which is due to be finalised in 2011.
3.3.11 Resort developments (Maitland and Van Stadens River Mouth,
Beachview and Springs Resort)
With the exception of the Springs Resort, which fell under the erstwhile
Uitenhage Municipality, the abovementioned resorts were previously all
administered by the former Western District Municipality. Since the
amalgamation of the various local authorities and the formation of the Nelson
Mandela Bay Metropolitan Municipality, these resorts have been administered
by the latter Municipality. However, as this is not seen as a core function of
the Municipality, steps have been taken to privatise these resorts and to allow
them to be upgraded into fully functional holiday destinations.
3.3.12 Bay West development
This development initiative straddles the N2 at the western entrance to the city
and envisages the development of a multi-use facility. The envisaged
development includes residential, industrial, commercial, tourism and
recreational uses and was approved by Council in December 2009.
3.3.13 Gateways and Beautification Project
Introduced to enhance the image of Nelson Mandela Bay and to attract
tourism and business as well as boost confidence and economic spin-offs, this
Project entails the beautification of major transportation routes, such as the
N2, the Settlers Freeway and the PE / Uitenhage Road.
71
The Project also envisages the establishment of features in the form of distinct
boundary markers at strategic entrances to the Metro area and at the Airport,
which will announce to travellers that they have arrived at Nelson Mandela
Bay.
3.3.14 Greening of Nelson Mandela Bay
This Project entails the beautification of the previously disadvantaged areas
by tree planting and physical improvements, as well as community education.
3.3.15 Red Location Cultural Precinct
A tourism village incorporating a museum, art centre, market and library is
proposed in the historic Red Location area of New Brighton. The Museum
component of the tourism village, known as the Red Location Museum of
Struggle, was officially opened in November 2006. The next phase of
development includes civic amenities, as well as housing and commercial
opportunities to support the precinct.
3.3.16 Van der Kemp’s Kloof
Van der Kemp’s Kloof has been identified as a priority area for biodiversity
conservation in terms of the Nelson Mandela Metropolitan Open Space
System and is in the process of being proclaimed as a nature reserve.
To promote environmental awareness, it is also proposed to provide facilities
in the Kloof, such as hiking trails, picnic areas and recreational dams, in a
holistic and environmentally sensitive way.
3.3.17 Revitalisation of Uitenhage CBD (UDDI)
This project entails the revitalisation of the Uitenhage core area by upgrading
and improving the CBD and adjacent areas. The upgrading of the exterior of
72
the Town Hall has been completed, as well as the upgrading of the node
between the Town Hall and the Uitenhage Library.
3.3.18 North End beachfront land reclamation
An exciting project complementary to the City’s vision is the reclamation of the
North End beachfront, which became eroded following the development of the
PE Harbour. This erosion has subsequently had to be curbed by the use of
dolosse to protect the freeway and railway lines serving the City.
A littoral drift estimated at approximately 150 000 cubic metres of sand per
annum moves northwards along the coastline from Cape Recife. Over the
years, this sand movement has built up King’s Beach. As it moves past the
breakwater, it silts the Harbour entrance, which has to be dredged at a cost of
some R7 million per annum. The continual cost of dredging the Harbour
entrance and the dumping of the sand dredged in deeper waters is sufficient
to render a sand bypass scheme, similar to that used at the Port of Ngqura, a
viable alternative.
Prior to the construction and subsequent extension of the Harbour, the
beaches to the west of the Harbour extended approximately 200 metres
further out to sea than today. The intention is to make use of the sand bypass
system to replenish, in phases, the coastal zone west of the Harbour with
sand, and to open up this reclaimed area for development.
Uses considered suitable include a marina with supporting residential and
commercial components. Together with the Nelson Mandela Bay Stadium
built at Prince Alfred’s Park, the reclamation and subsequent development of
the North End beachfront will act as a strong catalyst for the urban renewal of
much of the North End area, with particular emphasis on the commercial and
industrial land situated in-between.
73
3.3.19 Greater Addo National Elephant Park and Baviaanskloof
Conservancy
The Greater Addo National Elephant Park and the Baviaanskloof Mega-
Reserve projects seek to develop and increase the sustainability of two prime
conservation areas in the Eastern Cape. Although located outside the
jurisdiction of the Nelson Mandela Bay Metropolitan Municipality, their
successful development will be a vital part of the arsenal of tourism and
natural attractions offered to visitors to the region.
3.3.20 Zanemvula Project
An intergovernmental initiative to fast-track the provision of 14 500 homes to
assist in reducing the 80 000 housing backlog in Nelson Mandela Bay is under
way. The project focuses on creating new settlements for housing the
approximately 3000 families that live in the Soweto-on-Sea Veeplaas
floodplain. Major upgrades of non-flood plain areas in the vicinity are also
planned. The project is governed by a Memorandum of Understanding and
Agreements that ensure co-operation for delivery by the NMBMM, the
Provincial and National Departments of Housing, and Thubelisha Homes, the
implementation arm of the National Department of Housing. The project will
be implemented as a sustainable human settlement in line with the prescripts
of the Breaking New Ground Strategy of the National Department of Housing,
as well as the Sustainable Community Planning Methodology of the NMBMM.
3.4 CONSERVATION OF BUILT ENVIRONMENT AND HERITAGE
3.4.1 General
The existing built environment structures urban areas and reflects the
historical and cultural development of a city. Consequently, the protection and
conservation of the built environment contributes to an understanding of the
existing character and identity of a place. The appropriate utilisation and
rehabilitation of historical buildings and environments is a principle of urban
development.
74
The MSDF is based on the principles of conservation and sustainability and
utilising the potential of historical and culturally valuable buildings, places and
spaces. The value of the built environment and historical buildings and sites
to tourism and the role tourism can play in the economic development of the
region need to be recognised and capitalised on.
3.4.2 Heritage conservation
The following fundamental principles have been identified for heritage
conservation in South Africa:
• Heritage is a valuable, finite, non-renewable and irreplaceable resource
that must be carefully managed to ensure its survival.
• Every generation has a moral responsibility to act as a trustee of the
natural and cultural heritage for succeeding generations.
• South Africa has a rich heritage, both natural and man-made, which is
unique and worthy of conservation.
• Numerous cultures, both past and present, have contributed to that
heritage and all have the right to be protected.
• Every person, community and institution has an obligation to ensure
that significant elements of the natural and cultural heritage are not
damaged or destroyed.
3.4.3 Heritage Resources Act
The National Heritage Resources Act No. 25 of 1999 demands the
establishment of a heritage resource management system involving a national
heritage resource authority, a provincial heritage resource authority (PHRA) in
each region or province and the local authorities which, once the system is
established, will be responsible for Grade 1, 2 and 3 heritage resources
respectively.
75
Heritage resources are places or objects of cultural significance, including
objects or places of aesthetic, architectural, historical, scientific, social,
spiritual, linguistic or technological value. Heritage resources may include
buildings, structures, equipment of cultural significance, places associated
with living heritage, historical settlements and townscapes, landscapes and
natural features of cultural significance, graves and burials, archaeological
and paleontological sites, geological sites and sites relating to the history of
slavery.
The system requires that these graded heritage resources be formally
identified as national and provincial heritage sites that must be placed on
heritage registers and local heritage resources that may be placed on a
heritage register. The system also provides for the identification of protected
areas and heritage areas. All of these formal identifications must follow
exhaustive procedures, after which these formally identified sites, areas and
resources may be described as being formally protected.
The heritage resources management obligations placed on local authorities
are varied. All registered heritage practitioners are required to meet these
obligations. The Act stipulates these requirements as follows:
• Identification of places of cultural significance, including objects or
places of aesthetic, architectural, historical, scientific, social, spiritual,
linguistic or technological value.
• Grading and management of Grade 3 heritage resources.
• Management of heritage areas.
• Management of sites on the heritage register.
• Management of monuments and memorials.
• Proper management of properties of heritage value owned by the local
authority.
• Presentation and promotion of places of cultural significance.
76
In order to fulfill its legal obligations, the Municipality needs to identify and
grade heritage resources to ultimately provide a heritage resources
management plan for the heritage resources in its care. One of the MSDF
implementation strategies is the preparation of a Heritage Register, in
compliance with the requirements of the Act.
The preparation of a Heritage Register in compliance with the Act has been
commissioned.. It entails, inter alia, the identification of the resources that
will fall under the jurisdiction of the NMBMM to manage in the future.
Presently, development is hampered to a certain extent, as all approvals for
development on sites with buildings older than 60 years need to go through
the Provincial Heritage Authority, which itself is not statutorily competent.
Once the Municipality has compiled a register, as the Act requires, it can
through certain processes that are prescribed and assume responsibility for
certain heritage roles, thus in certain instances speeding up the heritage
application approval process.
Current Heritage initiatives:
The state of built heritage in Nelson Mandela Bay is cause for concern.
Consequently, the Municipality took a decision to prioritise the preservation of
heritage and the built environment. A Problem Buildings By-law and a
Heritage By-law have been developed in line with the provisions of the
Heritage Resources Act.
Ongoing work is taking place with the compilation of the Heritage Inventory,
which is one of the key compliance requirements.
3.5 CURRENT STATUS OF MSDF
The MSDF is continually being refined through ongoing information gathering
and studies. The legislation prescribes that the MSDF should be annually
reviewed, with Council approval required every five years.
The refinement of the MSDF happens through the preparation of LSDFs and
policy and plan adjustments over time.
77
CHAPTER FOUR
SERVICE DELIVERY PLAN
The Service Delivery Plan of the Municipality is informed by huge growth and
maintenance backlogs. It is further informed by community needs and
developmental objectives. Key components of the Service Delivery Plan
include the following:
• Growth and maintenance backlogs
• Capital Works Plan and other Ward-based projects
• Sector departments plans (Government Departments in the Metro)
4.1 GROWTH AND MAINTENANCE/HISTORICAL BACKLOGS
Maintenance comprises two components: operational maintenance and
capital maintenance backlogs. The Municipality aims to eliminate backlogs
over a ten-year period.
Comprehensive studies have been undertaken to quantify the institutional
backlogs. Based on the findings, large portions of the Municipality’s Capital
Budget have been allocated to maintenance backlogs. The extent of the
capital backlog is summarised below:
BACKLOGS AND ASSOCIATED BUDGET IMPLICATIONS
Operating Budget Requirements Total
Operational
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Operating
Budget
2011/12
Water 287,675,083 63,344,620 128,894,640
Water Pump Stations 6,994,810 1,903,700 1,622,840
Water Reticulation 114,315,105 22,863,021 83,536,903
Water Treatment Works 15,495,971 4,906,396 8,476,120
Reservoirs, Water Towers, Break 11,659,618 2,433,503 507,897
78
Operating Budget Requirements Total
Operational
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Operating
Budget
2011/12
Pressure Tanks
Dams 12,864,213 2,870,000 2,596,970
Bulk Water Supply Mains 126,345,366 28,368,000 32,153,910
Sanitation 247,771,750 106,287,074 116,302,900
Waste Water Treatment Works 62,510,629 16,078,394 20,837,480
Sewerage Pump Stations 58,967,533 17,038,700 22,537,700
Sewerage Network 126,293,588 73,169,980 72,927,720
Roads & Stormwater 403,499,986 80,699,996 79,751,960
Subsidised Roads 32,139,072 6,427,814 5,422,520
Non-Subsidised Roads 207,202,094 41,440,418 42,262,000
Rehabilitation of Stormwater Facilities 164,158,820 32,831,764 32,067,440
Recreational & Cultural Services 70,350,000 27,800,000 16,264,870
Upgrading of facilities and beaches 18,000,000 7,500,000 2,342,850
Resorts 600,000 300,000 151,810
Sports facilities 38,750,000 15,000,000 10,063,900
Pools 13,000,000 5,000,000 3,706,310
Safety and Security Services 14,900,000 1,490,000 397,250
Fire Station Buildings 14,100,000 1,410,000 351,530
Training Centres 800,000 80,000 45,720
TOTAL 1,024,196,819 279,621,690 341,611,620
Capital Budget Requirements Total Capital
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Capital
Budget
2011/12
Water 1,558,311,460 318,822,292 24,600,000
Water Pump Stations 75,302,500 15,060,500 0
Water Reticulation 1,229,900,085 249,970,017 10,200,000
Water Treatment Works 56,298,500 11,259,700 10,000,000
Reservoirs, Water Towers, Break
Pressure Tanks
80,200,375 18,110,075 1,400,000
Dams 3,910,000 782,000 1,000,000
Bulk Water Supply Mains 112,700,000 23,640,000 2,000,000
Sanitation 629,966,345 131,807,769 55,300,000
Waste Water Treatment Works 134,455,000 28,780,500 38,750,000
Sewerage Pump Stations 25,138,040 5,852,608 5,550,000
Sewerage Network 470,373,305 97,174,661 11,000,000
Roads and Stormwater 1,519,393,190 374,286,306 226,000,000
Rehabilitation of Tar Roads and Tarring
of Gravel Roads
1,233,621,010 302,366,306 190,000,000
Resurfacing of Subsidised Tar Roads 48,400,000 10,680,000 1,000,000
Resurfacing of Non-subsidised Tar Roads 121,200,000 26,240,000 1,000,000
79
Capital Budget Requirements Total Capital
Maintenance
Backlog
Annual
Requirement to
eliminate
Backlog
Capital
Budget
2011/12
Rehabilitation of Stormwater Facilities 116,172,180 35,000,000 34,000,000
Electricity and Energy 514,435,000 58,675,000 18,000,000
Major Substations 45,935,000 10,257,000 2,000,000
Distribution Substations 277,000,000 30,917,000 1,000,000
HV Overhead Lines 70,700,000 6,834,000 10,000,000
Rural and LV Lines 120,800,000 10,667,000 5,000,000
TOTAL 4,222,105,995 883,591,367 323,900,000
4.2 CAPITAL WORKS PLAN AND OTHER WARD-BASED PROJECTS
The Municipality’s Capital Works Plan is presented below, presenting the
various projects for the 2011/12 – 2012/13 – 2013/14 financial years (wards to
be inserted after finalization of consultation processes).
The Capital Works Plan has been informed by the following:
(a) Ward-based IDP priorities and needs informed by wards inputs and
ward visits.
(b) Projects that could not be implemented during 2010/11 due to
insufficient funding.
(c) Key sector and other master plans.
(d) Levels and standard of service delivery in wards.
(e) Infrastructure maintenance and service backlogs.
(f) Socio-economic conditions in Nelson Mandela Bay.
(g) Development of sustainable and integrated human settlements.
(h) Implementation of the 80:20 principle in favour of disadvantaged wards.
(i) Priorities as outlined in the State of the Nation Address by the
President (2011).
(j) ANC Local Government Elections Manifesto (2011).
80
DRAFT CAPITAL BUDGET BY PROJECT PROGRAMMES FOR 2011/12 - 2013/14
Housing & Land (1191)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Investment Property (10036) 10,000,000 0 0
Land Acquisition (20070267) 10,000,000
Programme: Services for Housing Delivery (10074) 70,000,000 123,100,000 119,100,000
Internal Reticulation Services for Housing Delivery (New) 70,000,000 123,100,000 119,100,000
Total 80,000,000 123,100,000 119,100,000
Infrastructure & Engineering Unit - Rate and General (0384)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Resurfacing of Minor Roads (10002) 1,000,000 2,000,000 3,000,000
Resurfacing Tar roads (non-subsidy) (19930026) 1,000,000 2,000,000 3,000,000
Programme: Resurfacing of Major Roads (10018) 1,000,000 2,000,000 3,000,000
Resurfacing of Subsidised Roads (19930002) 1,000,000 2,000,000 3,000,000
Programme: Rehabilitation of Minor Tar Roads (10019) 2,000,000 0 5,000,000
Rehabilitate Tar Roads - Kleinskool (19950619) 2,000,000
Rehabilitation of roads (20070137) 5,000,000
Programme: Rehabilitation of Minor Concrete Roads (10020) 30,000,000 33,000,000 36,000,000
Rehabilitate Concrete Roads - Northern Areas (19980218) 30,000,000 33,000,000 36,000,000
Programme: Buildings, Depots Upgrading & Additions (10009) 28,000,000 24,000,000 0
Construction of Laboratory (20080062) 28,000,000 24,000,000 0
Programme: Vehicles & Plant (10010) 2,000,000 5,000,000 10,000,000
Replacement Vehicles Fleet (19940289) 2,000,000 5,000,000 10,000,000
Programme: Tarring of Gravel Roads (10023) 150,000,000 165,000,000 180,000,000
Tarring of Gravel Roads (20050286) 150,000,000 165,000,000 180,000,000
Programme: Construction of Stormwater Infrastructure (10025) 0 0 20,000,000
Motherwell NU29 & 30 : Roads & S/w Bulk Infrastructure (20030379) 20,000,000
Programme: Stormwater Improvements (10026) 34,000,000 26,000,000 34,000,000
Zwide Bulk Stormwater (20060237) 0 0 13,000,000
Wells Estate: Stormwater Improvements (20080079) 17,000,000 18,000,000
Missionvale: Stormwater Improvements (20080082) 17,000,000
New Brighton/Kwazakhele: Bulk Stormwater (20030475) 0 8,000,000 10,000,000
Stormwater Improvements (20020149) 0 0 1,000,000
Chatty: Stormwater Improvement (20080078) 10,000,000
Programme: Construction of Major Roads (10027) 18,000,000 75,000,000 62,000,000
Access Road to Chatty Developments (20060251) 30,000,000
H45 Redhouse - Chelsea Arterial: Walker Drive to N2 (19940201) 18,000,000 75,000,000 32,000,000
Programme: Rehabilitation of Major Roads (10028) 0 0 10,000,000
Rehabilitation of William Moffett Expressway (19990144) 0 0 10,000,000
Programme: Improvements to Major Roads (10029) 10,800,000 36,090,000 46,000,000
Njoli Square Redevelopment (19990168) 10,800,000 36,090,000 36,000,000
H103: Heugh Road (MR427) Widening (1st - 8th Avenue) (19940204) 0 0 10,000,000
Programme: Rehabilitation of Bridge Structures (10030) 8,000,000 4,000,000 0
Remedial works: Pell Street Interchange (20060186) 8,000,000 4,000,000 0
Programme: Non-Motorised Transport Facilities (10032) 20,000,000 20,000,000 20,000,000
Provision of Sidewalks and Cycle Tracks (20060020) 20,000,000 20,000,000 20,000,000
Programme: 2010 World Cup Work Packages (10034) 200,000,000 250,000,000 535,000,000
81
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
2010 Work Package: Bus Rapid Transit (20070244) 104,000,000 130,000,000 256,904,630
2010 Work Package: Public Transport Planning (20060243) 21,000,000 15,000,000 72,535,420
2010 Work Package: Modal Interchanges (20070124) 55,000,000 35,000,000 140,376,720
2010 Work Package: Road Works (20060232) 0 0 17,783,630
2010 Work Package: Public Transport Facilities (20060229) 20,000,000 70,000,000 35,410,000
2010 Work Package: Sidewalks and Cycle Tracks (20060238) 0 0 6,127,500
2010 Work Package: TDM and ITS (20060234) 0 0 5,862,100
Total 504,800,000 642,090,000 964,000,000
Sanitation - Metro (1411)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Bucket Eradication (10043) 1,033,000 15,000,000 15,000,000
Rudimentary Services: Sanitation (20050247) 433,000 15,000,000 15,000,000
Bucket Eradication Programme (20050248) 600,000
Programme: Reticulation Sewers - Rehabilitation & Refurbishment (10044) 4,000,000 7,000,000 4,000,000
Sewers: Maintenance Backlog (20030672) 1,000,000 3,000,000 2,000,000
Sewer Replacement and Relining (19930112) 3,000,000 4,000,000 2,000,000
Programme: Reticulation Sewers - New, Augmentation & Upgrade (10045) 25,000,000 3,000,000 1,000,000
Improvements to Sewerage System (19940098) 23,000,000 3,000,000 1,000,000
Kwanobuhle: Upgrade of sewer reticulation (20080138) 2,000,000
Programme: Bulk Sewers - Rehabilitation & Refurbishment (10046) 7,000,000 9,000,000 2,090,000
Rehabilitation of Kwazakhele Collector Sewer (20070143) 7,000,000 9,000,000 90,000
Markman - Replace 600mm Sewer (20030034) 2,000,000
Programme: Bulk Sewers - New, Augmentation & Upgrade (10047) 12,890,000 77,020,000 116,200,000
Motherwell North Bulk Sewerage (20060106) 12,000,000 15,000,000
Paapenkuils Main Sewers Augmentation (19980348) 5,890,000
Motherwell/Coega WWTW and outfall sewer (20060107) 5,000,000 40,000,000 50,000,000
Lorraine - Bulk Sewerage Augmentation (20030030) 0 0 10,000,000
Colchester - Bulk Sewerage Infrastructure & WWTW (20060102) 5,000,000 5,000,000
Sewer Protection works for collector sewers (20050105) 2,000,000 2,000,000 2,000,000
Jagtvlakte Bulk Sewerage (20060103) 8,000,000 10,000,000
Upgrading of Bulk Sewerage : Cape Road Industrial Area (20042905) 20,000
Main Sewer Augmentation (Chatty Ext 3 & 4)( Nodes 31-32) (19980353) 0 0 2,000,000
Augment Collector Sewer for Walmer Heights and Mt Pleasant (20050064) 0 0 2,000,000
Chatty Valley Collector Sewer Stage 1 (nodes 20 -24) (19960525) 5,000,000 5,000,000
Uitenhage Allenridge West Phase 2 - Bulk Sewer (20110053) 200,000
Tynira / Endlovini - Sewerage (20110054) 200,000
Seaview - Bulk Sewerage (20110055) 200,000
Raymond Mhlaba (Buyambo) - Bulk Sewer (20110056) 200,000
Nkatha / Seyisi - Bulk Sewer (20110057) 200,000
Mavuso (Day Hospital Site - Rholihlahla) - Bulk Sewer (20110058) 200,000
Mandela Village (Kwazakhele) - Bulk Sewer (20110059) 200,000
Kwaontshinga / Meka - Bulk Sewer (20110060) 200,000
Kalipa - Bulk Sewer (20110061) 200,000
Hlalani (Qeqe) - Bulk Sewer (20110062) 200,000
Ekuphumleni - Bulk Sewer (20110063) 200,000
Ramaphosa West - Bulk Sewer (20110064) 200,000
Mandelaville - Bulk Sewer (20110065) 200,000
82
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Joe Slovo (Uitenhage) - Bulk Sewer (20110066) 200,000
Industrial Site (Airport Valley) - Bulk Sewer (20110067) 200,000
KwaNobuhle Area 11 - Link Sewer (20110068) 200,000
Missionvale Bulk Sewerage Reticulation (19980370) 0 5,000,000 12,000,000
Programme: Sewerage Pump Stations - Rehabilitation & Refurbishment (10048) 5,550,000 6,200,000 3,000,000
Sewerage Pump Station : Maintenance Backlog (20060178) 2,550,000 3,000,000 3,000,000
Missionvale Pump Station No. 1 Upgrading (20050075) 500,000 500,000
Pump Stations - New Equipment (19930106) 2,500,000 2,500,000
Aloes Sewerage Pumpstation Refurbishment (20050073) 0 200,000 0
Programme: Sewerage Pump Stations - New, Augmentation & Upgrade (10049) 700,000 700,000 3,900,000
Studebaker Pumpstation Upgrading (20060120) 500,000 500,000
Motherwell Pumpstation No 3 Upgrading (20050076) 200,000 200,000
Rocklands PHB Housing project WWTW ( 20030167) 1,900,000
Bulk Sewers, KwaNobuhle informal areas (XX16S) (20010326) 0 0 2,000,000
Programme: Waste Water Treatment Works - Rehabilitation & Refurbishment
(10050) 8,750,000 7,000,000 2,000,000
WWTW: Building Repairs and Concrete Rehab. (20000072) 1,000,000 2,000,000 1,000,000
Kelvin Jones WWTW: Upgrade (20070147) 1,500,000
WWTW: Improve access roads (20050088) 1,200,000
Brickfields: Upgrade (20070153) 5,000,000 5,000,000 1,000,000
FWF: Upgrading the MCC's and SCADA for old section of plant (20042920) 50,000
Programme: Waste Water Treatment Works - New, Augmentation & Upgrade
(10051) 51,000,000 65,000,000 58,700,000
Driftsands WWTW Phase 3 extension (20050250) 20,000,000
Fishwater Flats WWTW Upgrade (20070156) 30,000,000 40,000,000 35,000,000
Upgrade Despatch Reclamation Works (20030182) 0 8,000,000 8,000,000
Witteklip Bulk Sewerage (20030405) 0 14,000,000 14,700,000
WWTW - Sludge Treatment and disposal facilities (20000066) 1,000,000 3,000,000 1,000,000
Programme: Vehicles (10009) 0 0 2,000,000
Replacement of Sewage Vehicles (19980344) 0 0 2,000,000
Programme: Management Systems (10024) 450,000 100,000 50,000
Sewerage Master Plan Updating (20042912) 450,000 100,000 50,000
Total 116,373,000 190,020,000 207,940,000
Metro Water Service (1412)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Dams - Drought Relief Projects 400,000,000 0 0
Drought Relief Projects (New) 400,000,000
Programme: Dams - Rehabilitation & Refurbishment (10061) 1,000,000 1,000,000 1,000,000
Water Service Maintenance Backlog: Dams (20080094) 1,000,000 1,000,000 1,000,000
Programme: Water Treatment Works - New, Augmentation & Upgrade (10063) 8,000,000 10,000,000 15,000,000
Loerie Treatment Works: Rehabilitation (20000037) 8,000,000 10,000,000
Upgrading of Churchill Water Treatment Works (20060080) 0 0 15,000,000
Programme: Water Treatment Works - Rehabilitation & Refurbishment (10064) 10,000,000 15,000,000 16,000,000
Elandsjagt - Upgrade to Restore Capacity (19960156) 10,000,000 15,000,000 16,000,000
Programme: Supply Pipe Lines - New, Augmentation & Upgrade (10067) 20,000,000 103,000,000 92,000,000
83
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Nooitgedagt/Coega Low Level System (20050097) 10,000,000 53,000,000 15,000,000
Seaview Bulk Water (20030511) 0 0 12,000,000
St Albans Bulk Water (20030512) 5,000,000
Coega Reclaimed Effluent Scheme (20060081) 10,000,000 50,000,000 50,000,000
Jagtvlakte: Bulk Water Supply Pipeline (20080048) 10,000,000
Programme: Supply Pipe Lines - Rehabilitation & Refurbishment (10068) 2,000,000 3,000,000 13,000,000
Water Services Maintenance Backlog: Pipelines (20030630) 2,000,000 2,000,000 2,000,000
Older Dams Pipelines Augmentation (20042883) 0 1,000,000 1,000,000
Renovation of Perseverance - Uitenhage Bulk Water Supply Pip (20010316) 0 0 10,000,000
Programme: Reservoirs - Rehabilitation & Refurbishment (10069) 1,400,000 200,000 4,350,000
Replacement of KwaNobuhle Reservoir (20050108) 1,000,000
Rehabilitation of Reservoirs (19990185) 300,000 0 4,250,000
Schoenmakerskop Reservoir (19990186) 0 100,000
Reservoir Fencing (19990184) 100,000 100,000 100,000
Programme: Reservoirs - New, Augmentation & Upgrade (10070) 0 0 20,000,000
Van der Kemp's Reservoir and Approach Main (20030297) 0 0 10,000,000
Construction of a 1,0 ml reclaimed effluent reservoir: Uitenhage (20030601) 0 0 5,000,000
Balmoral Reservoir and Bulk Pipeline (20100034) 0 0 5,000,000
Programme: Buildings, Depots Upgrading & Additions (10009) 0 0 5,000,000
Regionalisation: New Water Depot (20042881) 0 0 5,000,000
Programme: Management Systems (10024) 1,000,000 1,000,000 1,000,000
Metro Water: Master Plan (20042885) 1,000,000 1,000,000 1,000,000
Programme: Distribution Pipe Lines - New, Augmentation & Upgrade (10071) 0 0 2,000,000
Wells Estate Phase 3 and 4 : pipeline (20030330) 0 0 2,000,000
Programme: Distribution Pipe Lines - Rehabilitation & Refurbishment (10072) 24,600,000 10,487,900 10,200,000
Pipe Rehabilitation and Improvements to System - General (19930320) 13,000,000 3,000,000 3,000,000
Water Service Maintenance Backlog: Pump Stations (20080093) 1,000,000 1,000,000 1,000,000
Purchase of Water Meters - Metro (20000052) 10,000,000 5,787,900 5,000,000
Installation of Zone Water meters (20000051) 450,000 500,000 500,000
Refurbishment of Cast Iron Fittings (20010038) 0 0 500,000
Cathodic Protection of Steel Pipelines (19950866) 150,000 200,000 200,000
Total 468,000,000 143,687,900 179,550,000
Electricity & Energy (1477)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Customer Requirements (10003) 26,000,000 26,000,000 26,000,000
Private Township Development (19930259) 10,000,000 10,000,000 10,000,000
Miscellaneous Mains and Substations (19930255) 15,000,000 15,000,000 15,000,000
Non Electrification Areas - Service Connections (19930233) 1,000,000 1,000,000 1,000,000
Programme: Network Reinforcements (10005) 20,000,000 22,000,000 27,000,000
HV Network Reinforcement - Overhead Cabling (20042993) 10,000,000 6,000,000 10,000,000
HV Network Reinforcement - Underground Cabling (20100120) 2,000,000 1,000,000 1,700,000
HV Network Reinforcement - New Substations (20100122) 2,000,000 7,000,000 3,300,000
Coega Reinforcement (19990104) 6,000,000 8,000,000 12,000,000
Programme: Informal Housing Electrification (10012) 25,000,000 20,000,000 20,000,000
Informal Housing Electrification (19930264) 25,000,000 20,000,000 20,000,000
Total 71,000,000 68,000,000 73,000,000
84
Public Health (1193)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: 2010 World Cup Work Packages (10034) 0 0 500,000
2010 World Cup Environmental Services - Entrances & Gateways (20070242) 0 0 500,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 0 500,000 500,000
Secure Municipal Parks Facilities (19980266) 0 500,000 500,000
Programme: Construction of New Clinics (10040) 3,094,000 0 1,000,000
Occupational Health Rehabilitation Medical Equipment (20100099) 0 0 1,000,000
Replacement of Tshangana Clinic (20090047) 3,094,000 0 0
Programme: Medical Equipment (10041) 1,000,000 500,000 500,000
Life Support Medical Equipment (20070192) 500,000
Improvements to Public Health Infrastructure (20090028) 500,000 500,000 500,000
Programme: Upgrade and Rehabilitation of Beaches (10052) 1,000,000 2,100,000 2,100,000
Beachfront (20010064) 1,000,000 1,500,000 1,500,000
Tygerbay (20010059) 0 600,000 600,000
Programme: Greening and Development of Gateways and Public Open Spaces
(10053) 6,000,000 3,000,000 1,000,000
Greening (20010362) 1,000,000 1,000,000 1,000,000
Implementation - Van Der Kemp's Kloof (20000203) 5,000,000 2,000,000
Programme: Cemetery Development and Upgrading (10054) 2,000,000 2,500,000 3,000,000
Cemeteries - Computerisation (20100101) 1,000,000 1,500,000 1,500,000
Cemeteries (20030421) 1,000,000 1,000,000 1,500,000
Programme: Refuse, Tip Sites, Recycle Stations and Equipment (10055) 2,500,000 3,500,000 7,942,500
Development of Waste Disposal Facilities (20030177) 2,000,000 3,000,000 3,500,000
Rehabilitation of New Brighton Tip Site (20020025) 0 0 2,442,500
Urban Refuse Transfer/Recycling Station (20000106) 0 0 1,500,000
Waste Management Containers (20010391) 500,000 500,000 500,000
Total 15,594,000 12,100,000 16,542,500
Safety & Security (1195)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 1,000,000 1,000,000 3,000,000
Electrical Distribution Upgrade - Sidwell Fire Station (20100055) 477,000
Safety & Security Control Centre Enhancement (20100058) 1,000,000
Early Warning System (20070187) 523,000 1,000,000 2,000,000
Total 1,000,000 1,000,000 3,000,000
Corporate Services (1197)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 8,500,000 5,500,000 8,000,000
Application Software (19980182) 5,500,000 5,500,000 5,500,000
Computer Enhancements - Corporate (19930187) 3,000,000 0 0
Reconstruction of Employee Personal Files (New) 0 0 2,500,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 22,000,000 0 4,600,000
Voice Over Internet Protocol - Hardware (20060153) 2,000,000 0 0
Brister House - Upgrading and Rehabilitation (20060149) 15,000,000 0 0
85
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
New Community Halls (20100004) 4,000,000 0 0
Office Renovation (20050222) 0 0 500,000
Rehabilitation of Pleinhuis (20080041) 0 0 2,000,000
KwaNobuhle Municipal Aerodome - Upgrade of Perimeter Fencing (20100077) 1,600,000
Eric Tindale Building - Upgrade and Rehabilitation (20070196) 1,000,000
Upgrading of Walmer Training Centre (20080098) 500,000
Programme: Upgrade of Facilities (ADMIN) 0 0 500,000
Air Conditioning of buildings (20060065) 0 0 500,000
Total 30,500,000 5,500,000 13,100,000
Budget & Treasury (1198)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Buildings, Depots Upgrading & Additions (10009) 7,500,000 0 0
Upgrading of ETB Customer Care Centre (20090022) 7,000,000 0 0
Relocation of B & T Staff to ETB Building (20060254) 500,000
Programme: Management Systems (10024) 29,965,000 56,761,000 8,500,000
Financial Accounting Control and Systems Development (20043111) 7,000,000 7,500,000 8,000,000
New Billing System (20060228) 22,465,000 48,761,000 0
Replacement of Revenue Sub Directorate Computer Equipment (20050130) 500,000 500,000 500,000
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 3,000,000 3,000,000 3,000,000
Financial Asset Management Integration Development (20080162) 3,000,000 3,000,000 3,000,000
Programme: General Valuation (10042) 18,000,000 6,000,000 1,000,000
General Valuation (20043146) 18,000,000 6,000,000 1,000,000
Total 58,465,000 65,761,000 12,500,000
Chief Operating Officer (1656)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Upgrading of Computer Systems and Software Enhancement
(10037) 12,000,000 10,000,000 10,000,000
Development of Corporate GIS Application (20080063) 12,000,000 10,000,000 10,000,000
Total 12,000,000 10,000,000 10,000,000
Special Projects and Programmes (1666)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Greening and Development of Gateways and Public Open Spaces
(10053) 14,200,000 3,910,000 0
Nodal and Precinct Development (Helenvale) (20090055) 14,200,000 3,910,000
Programme: Upgrade/New Libraries (RECRE) 15,000,000 0 0
Upgrading Helenvale Resource Centre - Multipurpose Centre (20090015) 15,000,000
Total 29,200,000 3,910,000 0
86
Motherwell Urban Renewal Programme (1474)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Buildings, Depots Upgrading & Additions (10009) 9,075,000 10,000,000 0
SMME Hive (20080126) 9,075,000 10,000,000
Programme: Motherwell Urban Renewal (10035) 10,000,000 0 0
Open Space Development - Play Park & Playground Equipment (20100003) 10,000,000
19,075,000 10,000,000 0
Economic Development , Tourism & Agriculture (1196)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: Urban Renewal (10076) 20,000,000 20,000,000 0
Fountain Road Redevelopment (20080163) 20,000,000 20,000,000 0
Total 20,000,000 20,000,000 0
Recreational & Cultural Services (1194)
Draft Budget
2011/12
Draft Budget
2012/13
Draft Budget
2013/14
Programme: 2010 World Cup Work Packages (10034) 0 3,000,000 1,000,000
Upgrade Wolfson Stadium Phase 3 (19970037) 3,000,000
Maintain/Rehabilitate Sports Facility Infrastructure - PE (20000149) 0 0 1,000,000
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 6,500,000 4,000,000 1,500,000
Multi-Purpose Sports Facilities (20080101) 1,500,000 0 0
Upgrade Metro Libraries (Upgrade Libraries) (20010179) 0 0 1,000,000
Convert Mendi Bottle Store (20100104) 5,000,000 4,000,000 0
Secure Recreational Buildings / Facilities (20030427) 0 0 500,000
Programme: Upgrading and Development of Sport and Recreation Facilities
(10058) 2,500,000 0 4,000,000
Multi-Purpose Recreational Facilities (20080100) 1,500,000 0 0
Upgrade Existing Sports Facilities (19980285) 0 0 1,000,000
NU 2 Stadium, Motherwell (20030261) 1,000,000
Disabled facilities for Recreation and Cultural Services (20010082) 0 0 500,000
Upgrade Beaches, Tourism - 2 (20030795) 0 0 500,000
Upgrade Sport Stadia (20010074) 0 0 1,000,000
Upgrade Picnic/Camping Facilities Beachfront (20030400) 0 0 500,000
New and Upgrade Surf Lifesaving Facilities (20000125) 0 0 500,000
Programme: Upgrade and Development of Swimming Pools (10059) 0 0 1,000,000
Rehabilitate and Upgrading of Swimming Pools Structures (20000160) 0 0 1,000,000
Programme: Upgrade and Development of Heritage Sites and Cultural Centre
(10060) 0 0 1,000,000
Heritage Sites (20070166) 0 0 1,000,000
Total 9,000,000 7,000,000 8,500,000
Total 1,435,007,000 1,302,168,900 1,607,232,500
4.3 SECTOR DEPARTMENTS’ PLANS
To be inserted once received from Province.
87
CHAPTER FIVE
FIVE-YEAR IDP IMPLEMENTATION FRAMEWORK
In the section on community needs (as reflected in Chapter One), the
situational analysis of Nelson Mandela Bay (as reflected in Chapter Two) as
well as in the Executive Mayor’s Foreword, some of the developmental
challenges facing the Municipality were highlighted. Chapter Three presented
the spatial development framework of Nelson Mandela Bay as a tool to
achieve structured investment and sustainable growth and development. This
chapter presents the five-year IDP implementation framework, in line with the
following key performance areas:
(a) Service delivery and infrastructure development
(b) Municipal transformation and organisational development
(c) Local economic development
(d) Financial sustainability and viability
(e) Good governance and public participation
5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
A key prerequisite for all municipal development in Nelson Mandela Bay is
sustainability and integration. This is particularly vital in respect of service
delivery and infrastructure development, as the legacy of past discriminatory
practices followed in the provision of services and infrastructure is still evident
in many of our communities. Central to this is the establishment of
sustainable and integrated human settlements in which communities have
access to basic services like water, sanitation, electricity and refuse removal,
but also enjoy a full basket of other services, such as access to community
amenities and facilities (e.g. educational, entertainment, cultural, health,
sports and welfare services). The need to improve and accelerate access to
well located and strategic land parcels within Nelson Mandela Bay for the
achievement of sustainable and integrated human settlements cannot be
over-emphasised.
88
Other key areas of attention include:
(a) Transportation
(b) Infrastructure development and maintenance
(c) Access to health care and environmental services, as well as the safety
and security of communities
5.1.1 Build united, sustainable, integrated human settlements
The Municipality has moved its focus from simply providing shelter to
establishing integrated, sustainable human settlements and providing quality
housing. Central to the provision of integrated and sustainable human
settlements are the following Outcome 8 outputs:
• Output 1 – Upgrading of informal settlements
• Output 2 – Improving access to basic services
• Output 3 – Facilitating the provision of Gap Market Units
• Output 4 – Mobilising well located public land for low-
income and affordable housing
In the establishment of integrated human settlements, the Municipality will
focus on the following supporting objectives:
(a) Elimination of the housing delivery backlog of 87 000 units (49 000
backyard shacks and 39 000 informal settlements) through the provision
of quality housing and the structured upgrading of informal settlements
by 2016.
(b) Addressing the fragmented spatial patterns of the past by:
b1. Revising the spatial development framework annually
b2. Prioritising social housing
b3. Acquiring strategic land
89
(c) Upgrading 52 informal settlements and 17 Greenfield developments by
2016.
(d) Relocating 1200 communities, by end of June 2012, living in stressed
areas (such as flood-plain areas, tip-sites, and power line areas) in terms
of the relocation plan, which is an integral part of the Upgrading of
Informal Settlements Programme.
(e) Responding to emergency situations and rectifying defective housing
units through the rectification programme.
(f) Meeting requirements for Level 3 accreditation as a housing developer
(setting up systems and procedures in terms of accreditation framework
and implementation plan by 2014.
(g) Creating conducive conditions and opportunities by means of securing
suitable land for the implementation of social housing and forging
partnerships with social housing institutions as partners (Social Housing
Cooperative (SOHCO), Amalinda and Own Haven) as well as Imizi,
which is anticipated to become a social housing partner in the near
future.
(h) Creating conducive conditions and opportunities by means of securing
suitable land for the implementation of affordable gap housing
opportunities in appropriate and strategic locations.
In pursuing the above supporting objectives, the following five-year
performance plan was introduced to achieve integrated and sustainable
human settlements.
90
FIVE-YEAR PERFORMANCE PLAN
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Number of quality low-cost
housing opportunities
provided (depending on
funding approval by
Provincial Department of
Human Settlements
(PDoHS)
7 900
Number of beneficiaries/
communities educated in
housing consumer
education through
community workshops
4 600
Build united, sustainable,
integrated human
settlements
To eliminate the
housing delivery
backlog
Implementation of a 7-year
Integrated Human
Settlements Programme
Number of erven provided
with permanent services
7 900
91
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Upgrading of informal
settlements
1 new area
(greenfield)
Development of new
destination areas
(greenfields)
Number of new destination
area and in situ informal
areas developed, upgraded
and provided with
rudimentary services
6 in situ development
areas
Number of additional land
parcels identified (by
means of Council
resolution) for social
housing development
4
Build united, sustainable,
integrated human
settlements (continued)
To upgrade 52
informal
settlements
(in situ)
development
and 17
greenfields
developments
by 2016
Identification, preparation
and provision of land for
rental and affordable housing
Number of social/rental
housing units provided,
depending on funding
approval from Restructuring
Grant and PDoHS
300
92
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Development and
implementation of a social,
rental and affordable
housing strategy to
complement the Housing
Sector Plan of the
Municipality
By June 2012
Number of existing hostels
in Nelson Mandela Bay to
be upgraded
1
Facilitation of implementation
of the Relocations
Programme
Number of households to
be relocated from stressed
informal settlements and
other servitudes
1 200
Build united, sustainable,
integrated human
settlements (continued)
To repair all
‘wet and
defective’
houses
Implementation of the
Housing Rectification
Programme
Number of houses repaired 6 325
93
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Build united, sustainable,
integrated human
settlements (continued)
Facilitation of accreditation of
NMBM to Level 3
Fully performing all Level 2
accreditation functions
By June 2012
Review of Spatial
Development Framework
Annually by June
Approval of the following
LSDFs:
Western suburbs By September 2011
Uitenhage and Despatch
LSDF
By December 2011
Soweto-on Sea (Veeplaas)
LSDF
By December 2011
Walmer LSDF By December 2011
Newton Park LSDF By December 2011
Happy Valley and Environs By September 2011
Spatial development
planning
To address the
fragmented
spatial patterns
of the past by
revising the
development
framework
Development and
implementation of a Spatial
Development Framework
Inner-city area
By December 2011
94
INTEGRATED HUMAN SETTLEMENTS AND LAND PLANNING
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Land use management To ensure the
optimal and
integrated
usage of land in
Nelson Mandela
Bay
Development and
implementation of an
integrated Land Use
Management System
Existence of a single
zoning scheme legally
verified for submission to
Provincial Authorities to
promulgate
By June 2012
Peri-urban development
(rural development)
To provide
support for rural
communities in
basic service
delivery,
infrastructure
development
and socio-
economic
development
Rural development Existence of an integrated
peri-urban (rural)
development plan
By July 2011
95
5.1.2 Provision of Basic Services
Improving service delivery through the provision of basic services is an integral
part of the Municipality’s mandate. The Municipality is acutely aware of the many
service delivery challenges confronting it, and has developed a number of plans
to address these challenges. These plans will be implemented, as reflected
in this IDP.
5.1.2.1 Water services
With the publication of the Water Services Act (Act 108 of 1997), all South
African water services authorities were required to prepare a Water Services
Development Plan (WSDP). The WSDP is a business plan setting out the way in
which a specific Water Services Authority delivers water services to individuals
and businesses in its area of jurisdiction. It also describes the current and future
consumer profile, the types of services that are provided, the infrastructure
requirements, the water balance, organisational and financial arrangements to be
used, an assessment of the viability of the approach, and an overview of
environmental issues. Based on these analyses, important issues that may
impact on the provision of effective and sustainable water and sanitation services
need to be identified and strategies need to be formulated to improve service
provision.
The Municipality’s revised WSDP (2006), which is applicable over a five-year
period, recommends new capital projects for its Capital Budget. A longer-term
analysis and the integration of future water demand and infrastructure are,
however, necessary. In order to address the latter, a Water Master Plan
(WMP) was approved by Council in October 2007. The Water Master Plan is
currently under revision and due for completion by December 2011 and will be
informed by the SDF, the recent drought and the DWA Algoa Reconciliation Study
completed in 2010.
The WMP is a plan that identifies the gaps in the provision of water to meet the
needs set out in the WSDP. The WMP is a longer-term plan that covers the
period up to 2020, far extending beyond the five-year period covered by the
WSDP, so as to meet the long-term water requirements of Nelson Mandela Bay.
96
5.1.2.1.1 Key strategic goals
In addition to the Water Services Act, the Municipality’s WSDP is informed by the
National Strategic Framework for Water Services (September 2003), which is a
critical policy document that sets out the future national approach to the provision
of water services. Key focus areas of the Water Services Delivery Plan include
the following:
(a) Provision of a sustainable water supply.
(b) Development of a comprehensive Water Management Strategy.
(c) Transformation of the Municipality into a world-class water service
provider.
(d) Financial accountability and sustainability.
(e) Establishment of a comprehensive Customer Care and Management
Strategy.
(f) Ensuring quality (regular testing of water to ensure that it meets the
required standard), sustainable and affordable services to all.
5.1.2.1.2 Critical challenges
(a) Provision of basic water to all.
(b) High non-revenue water (unaccounted for water).
(c) Timeous provision of infrastructure to meet developmental growth needs.
(d) Maintenance of infrastructure to ensure continued operation.
(e) Limited financial and human resources.
(f) Acute drought and the huge financial need to successfully implement
mitigating projects.
The strategies to address these challenges are presented below.
97
5.1.2.1.3 Strategies to address challenges
(a) Detailed planning and financial provision for infrastructure capacity
upgrade, as approved in the 2006 WMP, which will increase the treatment
and transfer capacities of the bulk supply system from the “restricted”
yield of 250 Ml/day supplied from all sources to the “unrestricted” yield of
some 278 Ml/day.
(b) The Municipality is prioritising the implementation of a Water Demand
Management Programme.
(c) Increase the water resources capacity to relieve the acute drought of
the NMBM by considering the following:
Maximisation of supply from the existing Nooitgedacht Scheme
and acceleration of the implementation of the new Nooitgedacht
Low Level Scheme
Desalination of sea water: Swartkops
Groundwater Scheme
Water Conservation and Water Demand Management:
Schools Water Loss Programme
Low Income Housing Water Loss Programme
Water loss detection
(d) The utilisation of return effluent to treat and supply water from the
Fishwater Flats Wastewater Treatment Works to Coega IDZ.
(e) The conclusion of the Bulk Water Supply Agreement between the
NMBMM and the Department of Water Affairs (DWA) to increase water
allocation from the Gariep Dam Transfer Scheme.
(f) Implementation of the Water and Sanitation Service Development Levy
Policy for new developments.
98
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF WATER
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/
Projects
Key Performance
Indicators
2011/12 Target
% households provided
with access to a basic
potable water supply within
a 200 m radius
100%
Implementation of
Water Service
Development Plan
Number of new households
provided with water
connections
7900 (in line with
Housing Programme
and availability of
budget)
Provision of bulk water
infrastructure and
services
Number of new settlements
provided with bulk water
infrastructure
7900 (in line with
Housing Programme
and availability of
budget)
Provision of water
To sustain the
provision of water to
all
% compliance with the
drinking water standards in
line with SANS (South
African National Standards
241)
100%
99
PROVISION OF WATER
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Contribution of completed
Bulk water schemes in
mega liters:
Nooitgedacht Scheme
50% completion of
Nooitgedacht by June
2012
Provision of water
(continued)
To reduce non-
revenue water
Demand Management
Programme
% reduction in non-revenue
water (unaccounted for
water)
5%
100
5.1.2.2 Provision of sanitation
Access to sanitation is a vital prerequisite for restoring the dignity of local
communities. In addition to the provision of water, sanitation is therefore a key
focus area of the Municipality. Currently, 22 500 buckets are provided and
serviced twice a week to informal households that do not have access to a basic
level of sanitation. All formal settlements are provided with waterborne sanitation.
A Draft Sanitation Master Plan has been developed to meet the long-term needs
of Nelson Mandela Bay. The Plan will be submitted to Council Committees
during the 2010/11 financial year. The Plan covers the current sanitation status
and future requirements in terms of anticipated growth.
5.1.2.2.1 Key strategic goals and challenges
In addition to the Water Services Act, the Municipality’s WSDP is informed by the
National Strategic Framework for Water Services (September 2003), which
identifies the sanitation needs. The Sanitation Master Plan is informed by the
WSDP. Key supporting objectives of the Sanitation Master Plan include the
following:
(a) Provision of basic sanitation by 2014.
(b) Transformation of the Municipality into a world-class sanitation service
provider.
(c) Financial accountability and sustainability.
(d) Establishment of a comprehensive Customer Care and Management
Strategy.
(e) Ensuring quality (regular testing of treated wastewater to ensure that it
meets the required standard), sustainable and affordable services to all.
101
5.1.2.2.2 Critical challenges
(a) Meeting the national target for the provision of basic sanitation services to
all by 2014.
(b) Implementing the recommendations of the Sanitation Master Plan (SMP).
(c) Accelerating the eradication of basic service backlogs.
(d) Timeous provision of infrastructure to meet developmental growth needs.
(e) Maintenance of infrastructure to ensure continued operation.
(f) Limited financial and human resources.
The strategies to address these challenges are presented below.
5.1.2.2.3 Strategies to address challenges
(a) Detailed planning and financial provision for infrastructure (pipelines,
pump stations and wastewater treatment) capacity upgrade to support
the SMP.
(b) Aligning the provision of basic sanitation with meeting the Housing Target
in 2014.
(c) Implementation of the Water and Sanitation Service Development Levy
Policy for new developments.
In pursuing the above supporting objectives, the following five-year performance
plan was introduced to achieve the provision of portable water and sanitation to
all.
102
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF SANITATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12Target
% households with
access to basic sanitation
(formal and informal)
92%
Number of new
households provided with
sanitation (in line with
Housing Programme and
availability of budget)
7 900
Provision of
sanitation
To provide basic
sanitation to all by
2014
Implementation of Water
Service Development Plan
Number of new
settlements provided
with bulk sanitation
infrastructure
2 (Missionvale and
Rosedale)
103
5.1.2.3 Comprehensive Integrated Transport Plan (CITP)
The Nelson Mandela Bay Municipality (NMBM) is required, in terms of Section 36(1) of
the National Land Transport Act, 2009 (Act No. 5 of 2009), to prepare a Comprehensive
Integrated Transport Plan (CITP) every five years. The CITP must be updated annually.
The CITP for 2011/12 has been prepared in terms of the minimum requirements of the
Department of Transport and has been approved by the Nelson Mandela Bay
Municipality for submission to the MEC of Transport in the Province of the Eastern
Cape. The CITP covers the period from July 2011 to June 2012 and provides an
overview of the current transport situation, identified transport needs and the strategies
required to address these needs. The CITP also addresses the requirements of the
National Land Transport Act.
The objectives of the NMBM CITP encompasses national, provincial and local policy
frameworks and is set out as follows:
To manage and provide efficient, safe, affordable, sustainable and
accessible multi-modal transport services and infrastructure which
promotes integrated land use development and ensures optimal
mobility for the residents and users of the transport system in the
metropolitan area.
The objectives of the NMBM CITP have been developed from the provincial transport
objectives and grouped together under the four generic goals for urban transport,
namely:
• Mobility
• Convenience
• Reasonable cost
• Minimum side effects
104
5.1.2.3.1 Transport Register
The Transport Register contained in the CITP update is a summary of key statistics
relevant to the transport system. Further details are contained in the chapter on the
“Public Transport Operational Strategy” below.
5.1.2.3.2 Public Transport Operations
Buses and minibus taxis are the predominant modes of public transport in the NMBM
area. There is a commuter rail service between Port Elizabeth and Uitenhage, which is
currently underutilised. The passenger trips obtained from the counts show that about
56% of commuters use private transport, 42% travel by public transport modes
(excluding train services), and only 2% walk. There has been an increase in the use of
public transport since 2004, the use of private cars is rising, and walking as a mode of
transport has decreased. The public transport trips (561 331 per day) are split between
the modes, with taxis carrying 66% and buses carrying 34% of passengers.
The NMBM has commenced with the implementation of an Integrated Public Transport
System (IPTS), for which 23 new articulated buses have been purchased. A commuter
rail service is operational between Uitenhage and Port Elizabeth. However, this service
needs to be rendered more accessible by expanding it to other key destinations and
economic hubs. As part of the Public Transport Plan, emphasis is also placed on
providing transport infrastructure to enhance access for people with disabilities. This
includes the following:
• Adoption of SABS 0400 of the National Building Regulations into the Town
Planning Scheme.
• Construction of special ramps at intersections and pedestrian crossings for
wheelchairs with special surface texture to warn blind people, such as along
Govan Mbeki Avenue and at Shark Rock on Marine Drive.
105
• The experimental installation of traffic signals with sound to inform blind people.
• The construction of platforms at IPTS stations at the same level as the floor of
the new articulated buses, to improve accessibility and safety.
5.1.2.3.3 Non-motorised Transport
The primary non-motorised transport (NMT) modes in the NMBM are walking and
cycling, which were previously not very well catered for. A Pedestrian and Cycle Path
Master Plan has been prepared, which includes projects for the provision of sidewalks
and cycle ways throughout the metropolitan area in support of non-motorised transport.
These projects also assist in achieving the goals of travel demand management (a
reduction in car usage by encouraging people to cycle or walk). Funding for the
implementation of the Master Plan was sourced from the Municipal Infrastructure Grant.
To date, 139 km of NMT infrastructure facilities have been constructed.
5.1.2.3.4 Roads and Traffic
The primary road system in Nelson Mandela Bay comprises the following road
categories:
No. ROAD CATEGORY LENGTH (KM)
1 National Roads 158,4
2 Provincial Surfaced Roads 450,9
3 Provincial Unsurfaced Roads 272.6
4
* Provincial Urban Main Roads and Roads of Metropolitan
Significance (main public transport routes)
482,6
5 NMBM Minor Roads (surfaced) 2 353.2
6 NMBM Minor Roads (unsurfaced) 461.2
TOTAL LENGTH 4 179.9
• Provincial Roads with shared maintenance responsibility between the Province and the
NMBM, with a 60:40 split.
Inter-city traffic is accommodated on the National Route N2, which bisects the municipal
area.
106
The main road system is generally in a fair condition and provides good mobility for
commuter and commercial traffic to all parts of the city. The level of service provided by
the primary road system is generally good, with only some 15 to 25 km of roads being
congested in the peak hour. The minor road network requires some upgrading;
however, a good level of service is generally provided. An analysis of the level of
service provided by the metropolitan roads during the peak hour traffic situation shows
that the volume to capacity ratio exceeds 0.9 on a few roads only, which is regarded as
a critical situation resulting in unacceptable traffic congestion and delays during the
peak period.
The NMBM transport demand computer model was developed in 2004 and updated in
2010/11. The model is used to predict future travel demand, to develop a suitable
transport network in the NMBM area, to assess the impact of land use development on
the proposed network, and to plan a future integrated public transport system for the
NMBM.
5.1.2.3.5 Freight Transport
An updated plan (map) of abnormal load routes on which there are no height restrictions
is included in the CITP. Further studies of lateral and overhead clearances, structural
strengths of pavements and bridges and special or temporary measures required in
relation to very large abnormal loads arriving at the harbour with inland destinations
need to be carried out for inclusion in future CITPs.
The NMBM has vested responsibility for the movement of dangerous goods and
therefore needs to ensure that:
• Proper vehicle inspections are carried out prior to registration
• Proper pre-trip registration is carried out
• Vehicles have proper certificates, renewed annually
• Proper and necessary expertise and equipment exist to handle incidents that
may arise from the transportation of dangerous goods
107
5.1.2.3.6 Challenges
Roads and stormwater
(a) Roads and stormwater maintenance, the upgrading and servicing backlog of
approximately R4 billion and the tarring of a roads backlog of R1,5 billion, which
increases annually as new residential areas are established and developed.
(b) Insufficient subsidies from the Provincial Departments of Transport and Roads
and Public Works.
(c) Risk of flooding and community health and safety hazards due to poor
stormwater infrastructure (estimated stormwater infrastructure backlog is
R350 million).
Integrated Public Transport System
(a) Shortage of funding to implement the Integrated Transport System.
(b) Resistance among the local public transport operators to participate in the
planning and implementation of IPTS.
Growth and Development
Meeting the growth needs of the NMBM.
5.1.2.3.7 Public Transport Operational Strategy
In 2004, the Nelson Mandela Bay Municipality (NMBM) started a process of preparing a
Public Transport Plan (PTP) as a component of an Integrated Transport Plan (CITP) for
its area of jurisdiction, as required by national legislation. The PTP reviewed the status
of bus, taxi and train services in the NMBM and analysed future scenarios. The Plan
108
determined a Long-term Strategy for the public transport system, a Short-term
Implementation Plan, and a Funding Plan. The Long-term Strategy is based on the
NMBM’s 2020 vision, taking into account national and provincial transport policies.
The strategies for developing the Public Transport System within the NMBM are based
on a number of important principles. These principles encapsulate many of the
intentions laid out in the NLTA for public transport in the long term. These principles
provide for:
• Customer oriented transport system
• Integrated transport system
• Densification of transport corridors
• Contracts for public transport services operation
• Phased introduction in co-operation with the industry
• Regulatory framework supporting public transport
The Public Transport Plan and the Public Transport Operational form an integral part of
the Comprehensive Integrated Transport Plan. The main elements of these Plans are
summarised in the following sections:
5.1.2.3.8 Public Transport Strategic Plan
The long-term development proposal for the public transport system is based on the
results from an analysis of several possible scenarios. It is proposed to develop a trunk
bus network in defined public transport corridors. Certain of these routes will have
dedicated median bus lanes and will be operated on Integrated Public Transport
System (IPTS) principles with modern, articulated buses. These will cater for people
with special needs, such as persons in wheelchairs, and the system will aid general
mobility by incorporating the concept of universal accessibility. The trunk routes will be
supplemented by express, main, feeder and special services, with an extensive network
109
operated by normal buses, minibuses and midi-buses. It is also intended that a number
of these vehicles will be adapted to provide facilities for special needs passengers.
An expanded railway system will not attract enough passengers in the next ten years to
justify the large investments required. The existing commuter rail service between
Uitenhage and Port Elizabeth will be retained and supported by feeder services at
Uitenhage, De Mist, Despatch, Swartkops and New Brighton stations.
(a) Public Transport Implementation Plan
An integrated and modern public transport system throughout the NMBM area will be
implemented in stages. The implementation will be dependent on the reform of the
current public transport system as well as funding for investment in public transport
infrastructure and subsidies for the operation of the system.
The NMBM has purchased 24 new articulated buses that will be deployed in the first
phase of the project. The buses have low floors, with doors on both sides. This will
enable the buses to stop at central platforms in the median public transport lanes as
well as at the kerbside on sections of the trunk routes that are too narrow for median
lane construction.
The implementation planning for a scheduled public transport service is currently being
undertaken in consultation with all stakeholders.
(b) Integrated Network Design
The Integrated Public Transport System (IPTS) comprises express bus lines and other
main bus lines, supported by local feeder (community) services.
The IPTS-routes along the “extended Khulani Corridor” form the backbone of the
system. This system of IPTS routes runs predominantly through previously
110
disadvantaged areas, connecting Motherwell, KwaMagxaki and Cleary Park with
Korsten, Greenacres and the Inner City CBD. Three principal routes are identified for
the first phase of implementation, namely:
• Motherwell – Njoli – Korsten – Greenacres
• Kwamagxaki – Njoli – CBD
• Cleary Park – Korsten – CBD
Sections of these routes have been constructed along Govan Mbeki Avenue, Harrower
Road and Kempston Road. This initial part of the ultimate network is well located to
serve the new Nelson Mandela Bay Stadium, located within the triangle of roads
forming the Inner City IPTS. The following categories of routes are planned:
• Express bus routes: In addition to the IPTS routes, express bus services will be
provided to reduce travel time, where needed.
• Main bus lines: Main bus lines are defined to provide direct services between
important destinations not covered by either the IPTS or express bus systems.
• Local feeders: Local feeder services will operate in the suburbs providing access
to the trunk bus system, but also allow people to travel locally within the area.
• Other services: Some of the travel demand may be catered for by providing
special services in the morning and afternoon peaks to schools or employment
areas. These kinds of services will be elaborated on in the detailed operational
design that is currently being undertaken.
(c) Contract Design
Through the implementation of the Public Transport Plan, the NMBM intends to
transform, formalise and integrate the current inadequate public transport system into
an efficient, reliable and safe public transport system. It was decided that only
contracted operators will be able to participate in this initial contract period of the new
111
Public Transport system and benefit from subsidies and the improved infrastructure
provided.
In order to do this, the NMBM will implement an integrated public transport system in
co-operation with current operators, i.e. Algoa Bus Company, PEPBOA and Minibus
Taxi Operators.
(a) Establishment of a Transport Authority
The National Land Transport Act (Act No 5 of 2009) (NLTA) makes provision for a
municipality, as a planning authority, to establish an organisational structure to
administer, plan, manage and monitor the public transport system.
An investigation into the establishment of such a “transport authority” for the NMBM was
commenced in 2008 and a report was presented to the Metropolitan Transport Advisory
Board on 30 June 2008. Following further consultation and deliberations by the
Transport Authority Working Group, two options were put forward. There then followed
a meeting with the Municipal Manager, who advised that Section 78 (1) of the Municipal
Systems Act, (2000), should be followed before a decision could be made on an
appropriate internal or external mechanism.
The NLTA further provides for the establishment of an Intermodal Planning Committee
to co-ordinate public transport between modes and a Land Transport Advisory Board to
advise the Municipality on land transport matters.
The required Section 78 assessment has commenced. To date, a status quo report has
been completed, as well as a report on the reorganisation of the internal structure of the
Infrastructure and Engineering Directorate of the Municipality to enable it to rationalise
and streamline its functions in view of critical staff shortages and the functions that it
must perform in the interim. The Section 78 assessment will be submitted to the
112
Municipality for consideration and discussion. Consultations with organised labour will
also be required.
(b) Establishment of a Transit Administration Agency (TAA)
A Transit Administration Agency, similar to “TransMilenio” in Bogotá, Colombia, will be
established. This agency will be responsible for administering and promoting the public
transport system in NMBM. The TAA is considered to be a component of the functions
to be undertaken by a Planning Authority and its establishment is dependent on the
outcome of the Section 78 assessment that is currently being undertaken.
5.1.2.3.9 Commuter Rail
(a) National Commuter Rail Plan
In 2006, the PRASA prepared a Regional Rail Plan for the NMBM. The following
principles for the role of rail were established, based on the national, provincial and local
policy framework:
• Spatial development support: Existing rail corridors are to be supported by
densified spatial development along the corridors. Rail Network Operational
Support: Trunk bus services are proposed to be the backbone of the NMBM
public transport system. As such, the existing rail network will mainly draw
patronage from areas within a walkable distance from stations, with some lower
capacity vehicles feeding into this system.
• Operational network efficiency: Rail network proposals should be considered in
terms of the possibility of their improving the existing rail network and public
transport network efficiency.
• Financial considerations: The existing rail system should be retained and
improved operationally only until the future of this service is established. All new
113
high capacity services, however, will be trunk bus services, until a business case
can be made for the introduction of additional rail services.
At present, there is one rail corridor in Nelson Mandela Bay, namely the existing
commuter rail service between Port Elizabeth and Uitenhage. Various future rail
corridors have been identified in consultation with the NMBM as well as Metrorail.
These future corridors are:
• Port Elizabeth – Uitenhage (re-aligned between New Brighton and Despatch)
• Motherwell loop
• Coega loop
• Motherwell to Uitenhage connection
• Stanford Road corridor.
(b) Provincial Commuter Rail Plan
The Provincial Commuter Rail Plan focuses on an effective strategy for commuter rail,
which includes the following elements in order to provide an optimal result:
• The type of service and related ticket cost in the short, medium and long term.
• The types and extent of stations and related activities.
• The management of land use and development planning to develop population
densities that are adequate to sustain the service. The development,
management and operation of the feeder services.
• How services will be controlled, managed, procured and operated.
The vision and strategy will require that several issues be clarified to provide consistent
direction and a framework. These will have to transcend the many institutional
boundaries that exist at present.
114
A possible vision for the services is to have rapid services at maximum 10 minute
intervals, from 05h00 to midnight. The extent of the services should be carefully
evaluated and linked into road-based initiatives, such as IPTS services.
b) Local Rail Plan
The narrow-gauge railway from Port Elizabeth to Avontuur was constructed to serve the
Langkloof, a fertile farming area located to the west of Port Elizabeth. Although
threatened with closure, various options have been investigated in an effort to sustain
the railway, including possible concession. Local businesses and other concerned role-
players intervened and the Port Elizabeth Apple Express (PEAE) was registered in
March 2003 as a non-profit Section 21 company to take over the operation of the Apple
Express Tourist Train, in compliance with Spoornet’s safety standards.
The Port Elizabeth – Avontuur Railway was the only narrow-gauge line in South Africa
that operated on a commercial basis as a freight railway. In its heyday, up to 20 trains a
day hauled export fruit from the Langkloof to the pre-cooling sheds at the Port Elizabeth
Harbour during the fruit season.
The Apple Express and the narrow-gauge railway have been closed due to inadequate
funding. There is general consensus that the railway is an important national heritage
and that efforts should be reintroduced to retain it as a viable tourist attraction.
Suggestions have been made that political intervention is required to find a sustainable
solution.
Operations of the Apple Express consisted mainly of weekend day-trips from Port
Elizabeth to Thornhill and back. Shorter trips to Chelsea Junction, mostly for school
groups, were also offered. Longer trips into the Langkloof and along the Patensie
branch line were limited to special steam safaris. The frequency of such excursions is
more or less one trip per annum. Nelson Mandela Bay Tourism assists the PEAE in
marketing excursions and with passenger bookings and ticket sales.
115
Passenger numbers varied from approximately 700 in 2002 to 7 700 in 2006, with 30%
being children.
A recent study carried out by the Mandela Bay Development Agency has indicated that
there is potential for the improved utilisation of the Narrow-gauge Railway for freight,
tourist and commuter services, provided that funds are available for the upgrading of the
rolling stock and infrastructure. An operational subsidy will be necessary to attract
interest from the private sector to operate and maintain the railway line. The Eastern
Cape Provincial Government has prioritised rail transport in the Province and has in the
past expressed an interest in the development and possibly the provision of funding for
the Narrow gauge railway.
5.1.2.3.10 Transport Infrastructure Strategy
The 2011/12 Comprehensive Integrated Transport Plan includes a needs analysis
based on the modelling of the interaction between land use and transport demand for
existing and future situations and consultation with stakeholders as to their perceptions
of transport problems and needs.
A number of key road network issues arising from the land development process were
identified and analysed. Information on road condition was obtained from the Road
Management System and used to prepare a road rehabilitation and maintenance
strategy.
A Public Transport Plan (PTP) has now been finalised. The implementation of the PTP
requires the implementation of the following infrastructure:
• Dedicated public transport lanes
• Public transport stations
• Modal interchanges
116
• Non-motorised facilities
• Upgrading of public transport routes
• Signage and traffic control systems
The proposed amendments to the long-term road network, road rehabilitation and
maintenance and the provision of public transport infrastructure will now be discussed.
(a) Long-term Transport Network
This review of the Long-term Transport Network (LTTN) for the NMBM has been carried
out in conjunction with the preparation of the Comprehensive Integrated Transport Plan
and addresses network issues resulting from spatial development proposals, land use
changes and road capacity requirements. The network also includes the proposed long-
term rail network that is indicated in the National Rail Plan.
A Strategic Environmental Assessment (SEA) of the Draft Spatial Development
Framework (SDF) for Nelson Mandela Bay was completed in 2008. The SEA included
an assessment of the impact that roads proposed in the short and medium term, as part
of the CITP, would have on biodiversity habitat (vegetation types), ecological processes,
and Species of Special Concern (SSC) at a strategic level in Nelson Mandela Bay.
Amendments have subsequently been made to the LTTN for Nelson Mandela Bay, both
in terms of changes to the alignment of proposed routes, as well as the inclusion of new
proposed routes.
The report includes a strategic-level evaluation of potential fatal flaws associated with
the LTTN from a biodiversity perspective, and recommendations to mitigate the impacts
of proposed routes to acceptable levels, where possible.
117
(b) Roads required for Additional Traffic Capacity
The evaluation of alternative networks to provide cost effective solutions to the traffic
congestion problems identified in the modelling process has been carried out in
conjunction with the preparation of the Comprehensive Integrated Transport Plan for the
short- to medium-term (5 to 10 years) and 2021 to 2031 (20 to 30 years) land use
projections. The resulting road network infrastructure requirements have been reviewed
and the requirements have been updated in terms of cost. Projects that have already
been implemented, have been excluded.
(c) Roads requiring Rehabilitation or Maintenance
Several roads in the metropolitan area require major rehabilitation or reconstruction,
because the layerworks have failed. These roads are all of metropolitan significance
and are tabulated.
The SA National Roads Agency (SANRA) funds the maintenance of National Roads.
The Provincial Departments of Roads and Public Works funds the maintenance of
Provincial Trunk Roads, rural Main Roads, District Roads and Minor Roads. The Nelson
Mandela Bay Municipality funds the maintenance of Minor Roads within the urban area.
Provincial Urban Proclaimed Main Roads and Roads of Metropolitan Significance form
the backbone of the major road network in Nelson Mandela Bay. The maintenance of
these roads is carried out by the Nelson Mandela Bay Municipality, with financial
assistance from the Provincial Department of Roads and Public Works in terms of the
Comprehensive Integrated Transport Plan.
In order to effectively plan a long-term strategy for the maintenance of Urban
Proclaimed Main Roads, other roads of metropolitan significance and bridges, a
Pavement Maintenance System (PMS) and a Bridge Management System (BMS) have
been prepared. A major update of the PMS and BMS was recently undertaken with the
118
preparation of an "Integrated Management Query Station” for the metropolitan area.
This project comprises the redefinition of the major road network, the conversion of the
old PMS and BMS data and a visual assessment of the road network. The outcome of
the project is an operational and reliable PMS/BMS that can be used to determine
maintenance priorities. The system outputs comprise an extensive array of reports,
graphs and maps.
The funding requirements to implement the road maintenance programme are shown in
the following table:
NO. DESCRIPTION
TOTALCOST
(R)
1 PEMET H91 MR425 Settler's Freeway Repairs 200,000
2 Sidewalks & Road Markings Maintenance 500,000
3 Resurfacing of Subsidised Roads 10,000,000
4 Matanzima Road 300,000
5 Upgrade Main Road through Swartkops 8,000,000
6
Rehabilitation of Algoa Road, Penford Road, Tyityaba Street,
Lee Samuel Drive, Lindsay Road, Brickfields Road, & Avenue
C & E
25,000,000
7 Improvement of William Moffat Expressway 37,300,000
8 Magennis Street Reconstruction 5,000,000
9 Baird Street Reconstruction (Mitchell to Mel Brooks) 1,000,000
10 Remedial works: Pell Street Interchange 8,000,000
11 Rehabilitation of Bridge Structures 5,000,000
TOTAL (2011/12 financial year) 100,300,000
(d) Public Transport Facilities
The public transport related projects that have been identified as necessary for the
implementation of the proposed new public transport system include the Integrated
119
Public Transport System, feeder systems and supporting systems, e.g. ticketing and
traffic control. The projects are focused primarily on the implementation of the first
phase and the availability of funding from the Public Transport Infrastructure and
Systems Fund.
Additional projects required to implement subsequent phases are in the process of
being identified and costed.
(e) Non-motorised Facilities
The Nelson Mandela Bay Municipality has prepared a comprehensive Sidewalk and
Cycle Track Master Plan. The Master Plan provides for the provision of non-motorised
facilities on all arterial and collector routes throughout the metropolitan area and takes
into account the required accessibility of major land uses, such as shopping centres,
educational institutions and public buildings.
Funding to implement the Master Plan was applied for from the Municipal Infrastructure
Grant (MIG-Cities) Programme. To date, 173 km of non-motorised transport (NMT)
facilities have been implemented up to June 2010 and a further 18 km is planned for
Phase 14 in the 2011/12 financial year. Budgetary provision for the implementation of
the next phase of NMT facilities has been made in the five-year programme.
5.1.2.3.11 Travel (Transport) Demand Management (TDM)
TDM strategies have been formulated in the CITP to give priority to public transport
vehicles, while simultaneously applying constraints to the use of private vehicles. This
will be achieved by providing separated median bus lanes on the busy arterial roads and
by removing car parking along the sides of these arterial roads.
120
5.1.2.3.12 Freight Logistics Strategy
The Comprehensive Integrated Transport Plan includes the following freight transport
proposals:
• Prepare a comprehensive Freight Logistics Strategy for the NMBM.
• Construct screening areas with level hard surfaces at the four identified locations
within NMBM.
• Provide facilities for the readjustment of loads on overloaded vehicles at the
NMBM Traffic Department.
• Audit of abnormal load routes to identify current and potential obstructions.
• Bridges and culverts on abnormal load routes to be inspected and tested in
terms of their load bearing capacity.
• Provide facilities at the NMBM Traffic Department to contain vehicles that
transport hazardous material.
121
FIVE-YEAR PERFORMANCE PLAN
ROADS, STORMWATER AND TRANSPORTATION
Key Performance
Elements
Strategic Objectives
Five-
year Programmes/
Projects
Key Performance Indicators
2011/12 Target
Implementation of the
Comprehensive
Integrated Transport
Plan (CITP)
Update of CITP By January 2012
Implementation of the
following
road infrastructure
development
programmes:
Km of roads to be tarred 38 km (a) Tarring 350 km
of road
Number of culs-de-sac to be
tarred
50
Roads and
Transportation
(c) Tarring of
sidewalks
Km of sidewalks to be tarred
18 km
(d) Resurfacing 685
km of road
Km of roads to be resurfaced 3 km by
September 2011
Roads and
Transportation
To provide reliable,
efficient and
sustainable transport
system in Nelson
Mandela Bay
(d) Construction and
maintenance of
bridges
Number of bridge structures to
be rehabilitated
1 (Pell Street)
Stormwater To improve stormwater
infrastructure and
management across
Nelson Mandela Bay
Stormwater drainage
programme
Km of stormwater drainage to
be installed
4 km
122
Fleet Management Services
The average age of municipal fleet is in excess of ten (10) years. This results in increased vehicle repair and maintenance
costs. On 25 June 2007, the Council approved a budget of R20 million p/a to replace its fleet.
FIVE-YEAR PERFORMANCE PLAN
FLEET MANAGEMENT SERVICES
Key Performance
Elements
Strategic Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Fleet
Management
Services
To provide reliable,
efficient, cost-effective
and sustainable Fleet
Management Service to
the Nelson Mandela Bay
Municipality
Implementation of the 10
Year Fleet Replacement
Project
% availability of municipal
fleet on road per day
85%
123
5.1.2.4 PROVISION OF ELECTRICITY
Since 2008, South Africa experienced a marked reduction in the National
Generation reserve margin. As such, the country is faced with having to save
energy through energy reduction campaigns (Demand Side Management
Renewable Energy and Energy Efficiency). Through this programme, carbon
emission reduction and climate change mitigation have become local priorities.
To this end, the NMBM is committed to becoming a leader in the field of climate
change mitigation, the reduction of harmful greenhouse gases and the
identification and implementation of alternative fuel sources. Renewable energy,
proper energy efficient measures and the successful institutionalisation of climate
change mitigation in all spheres of business form part of this commitment.
In order to ensure a balance to achieve savings while promoting business growth
sustainable development in all sectors, and the concept of job creation,
maintaining a safe, reliable and affordable electricity supply must prevail.
Good governance is a prerequisite for energy regimes that are economically and
environmentally sound and socially responsible. With that in mind, the NMBM’s
Integrated Development Plan includes its commitment towards a socially and
economically stable Integrated Energy Plan.
124
FIVE-YEAR PERFORMANCE PLAN
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
4 000 low-cost &
informal houses
Connection of 27 800
erven
Number of new erven
connected to electricity
300 non-electrified
households
To provide electricity
to all households by
2014
Erven on officially
demarcated sites with
electricity
% of all households on
officially surveyed sites
provided with access to
electricity
98%
Implementation of the
following renewable
energy programmes:
(a) Wind turbines
Obtain 25 megawatts of
renewable energy through
wind turbines
By 30 June 2012
Number of solar geysers
installed:
• High-to-middle income
households
5 000
Provision of
adequate and
reliable supply of
electricity and
energy
To introduce
alternative sources
of energy
(b) Solar heating
• Low-income
households
40 000
125
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
(c) Fishwater Flats
methane
generation
Produce 2 Megawatt of
electricity from Biogas
By 30 June 2012
(d) Landfill to gas
Arlington: Produce 2
megawatt of electricity from
landfill gas
Koedoes Kloof: Produce 3
megawatt of electricity from
landfill gas
By 30 June 2012
Implementation of the
following energy efficient
programmes:
(a) Introducing and
installing of energy
efficient lighting in
municipal buildings
Number of municipal buildings
fitted with energy efficient
lighting
3 municipal buildings
(b) Connecting
households with hot
water load control
Number of new households
connected to hot water load
control
5 000
Provision of
adequate and
reliable supply of
electricity and
energy
(continued)
To conserve energy
through the
implementation of
energy efficient
measures
(c) Replacement of
existing streetlights with
energy efficient lighting
Number of existing streetlights
replaced with energy efficient
lighting
30 000
126
PROVISION OF ELECTRICITY SERVICES
Key Performance
Elements
Supportive
Objectives
Five-year Programmes/
Projects
Key Performance Indicators 2011/12 Target
(d) Installation of
domestic water heat
pumps
Number of offers of water heat
pumps to all NMBM
households
5 000
(e) Installation of
alternative energy
Number of households
benefiting from alternative
sources of energy
5 000
To ensure
sustainable and
effective reduction in
electricity losses
Implementation of
electricity loss reduction
programmes
% electricity losses in line with
NERSA
7%
Number of substations
installed
12 Provision and
maintenance of
substations
Number of substations
inspected
480
To provide and
maintain electricity
infrastructure to meet
electricity demands
Provision of streetlights
and area lighting
Number of streetlights
installed
120
Number of area lighting
installed (highmast & post/top)
360
Provision of
adequate and
reliable supply of
electricity and
energy
To provide and
maintain electricity
infrastructure to meet
electricity demands
Replacement of
damaged/vandalised
consumer distribution
units
Number of consumer
distribution units replaced
80
127
5.1.2.5 PUBLIC HEALTH
The Municipality is mandated to provide quality primary health care and environmental
services to all its inhabitants and occupational health, safety and wellness to its employees.
Environmental services cover functional areas such as environmental management, waste
management, parks and cemeteries, and environmental health.
The Municipality is faced with the following public health challenges:
(a) Non-establishment of a single health authority, with three gazetted sub-district areas.
(b) Environmental challenges and climate change.
(c) Integrated Environmental Services Plan.
(d) Illegal dumping.
(e) Refuse Transfer Stations.
(a) Non-establishment of Single Health Authority with Three Gazetted Sub-district
Areas
A three-year combined (Provincial and Local Government) projected budget and costing
analysis for the adequate provision of primary health care services was completed for the
period 2008/09 to 2011/12 and submitted to the Eastern Cape Department of Health and the
NMBM in April 2009. The Executive Mayor has also established a Task Team to liaise with
provincial counterparts on this issue.
(b) Sector Plan: Integrated Environmental Plan
The purpose of the Integrated Environmental Plan (IEP), which is a Sector Plan of the IDP, is
to enunciate the NMBM’s vision for sustainable development and indicate strategic
interventions to re-orientate the NMBM’s development path in a more sustainable direction.
The IEP is inherently and fundamentally underpinned by a hierarchy of National Environmental
Legislative Frameworks and White Papers, such as the National Environmental Management
Act (1998). The IEP serves as the framework for sustainable development by setting goals and
128
targets that aim at contributing to economic development, while ensuring social and
environmental sustainability.
The IEP is also meant to guide the Municipality with respect to climate change, adaptation and
the mitigation response measures required to meet international and national sustainable
development and Millennium Goals targets.
(c) Integrated Environmental Services Plan
Key strategies have been developed and adopted to address biodiversity loss and
development pressures on ecosystems and natural resources, respond to the growing effect of
climate change, react to waste management issues and challenges, air pollution, greening,
renewable energy, alternative energy, and coastal and water services aspects of NMBM.
These strategies include, inter alia, the development, implementation and review of the
following:
• The State of Environment Report (SoER), which has been completed before September
2011 and is entering is first year.
• The Nelson Mandela Open Space System (NMMOSS), which is under implementation.
Three important drivers of NMMOSS ease of implementation is the Bioregional Plan,
Environmental Management Framework and the Stewardship Program of which all are
currently under implementation.
• The second generation of the Integrated Waste Management Plan (IWMP), which is
being formulated.
• The Coastal Management Plan (CMP), which is being implemented.
• The Water Master Plan (WMP), which is currently being reviewed for implementation.
• Energy efficiency and renewable energy strategies, which are being implemented.
• The Greening Policy, which is currently being formulated.
• The Integrated Air Quality Management Plan (IAQMP), which is currently being
implemented.
129
(d) Illegal dumping
A strategy and implementation plan has been developed to eliminate illegal dumping. The
implementation of the plan will be phased, due to the funds required for implementation.
(e) Refuse Transfer Stations
The construction of a material recovery facility will be investigated to facilitate waste
minimisation efforts. Formal transfer stations will be converted into drop-off/recycling stations
to facilitate recycling initiatives.
5.1.2.5.1 Primary Health Care and HIV and AIDS Mainstreaming
With regard to primary health care, the Municipality is guided by the following Millennium
Development Goals:
• Between 1990 and 2015, to reduce by ? the under-five mortality rate.
• Between 1990 and 2015, to reduce by ¾ the maternal mortality rate.
• To have halted and begun to reverse the spread of HIV and AIDS by 2015.
• To have halted and begun to reverse the incidence of malaria and other major diseases,
such as TB, by 2015.
A priority of the Municipality is to ensure universal access to comprehensive primary health
care services. In this regard, the Municipality considers the proximity of health facilities to
communities, the physical condition of the facilities, the standard of services provided, as well
as the optimal availability of health personnel, as critical in ensuring such access, towards
achieving the Millennium Development Goals.
The Municipality identified the development of an integrated HIV and AIDS Plan as a strategic
developmental objective in order to achieve the indicators set by the National Strategic Plan
(2007-2011). To address the pandemic, key priority areas have been identified on the National
Strategic Plan (2007-2011). This Plan will guide the Municipality in mainstreaming HIV and
AIDS.
130
Key priorities of the Plan:
• Prevention of new HIV and TB infections by 50%.
• Treatment, care and support to alleviate and mitigate impact.
• Research, monitoring and surveillance.
• Human rights and access to justice.
• Broadening access to basic services.
The Department of Cooperative Governance and Traditional Affairs nationally views HIV and
AIDS not as a health issue only, but also as a socio-economic, developmental, governance
and human rights issue. HIV and AIDS mainstreaming is everybody’s responsibility.
A key objective of the Integrated HIV and AIDS Plan for NMB (2007-2011) is to
mainstream the following:
• Improved food security and nutrition
• Orphans and vulnerable children
• Improved access to life-sustaining resources
• Mainstreaming of HIV and AIDS by internal and external stakeholders
• Gender transformation
• Workplace programmes
A partnership between the Municipality, public and private sector is therefore crucial in
achieving these objectives.
All these initiatives require an integrated approach by the three spheres of government.
Accordingly, the Municipality established a multi-stakeholder Metropolitan AIDS Council, with
the responsibility to oversee the implementation of the Integrated HIV and AIDS Plan on a
quarterly basis.
131
5.1.2.5.2 Occupational Health, Safety and Wellness
The Nelson Mandela Bay Municipality has a legal, social and strategic responsibility to protect,
preserve and invest in employees’ health and safety. In this regard, the Municipality provides:
(a) An integrated employee health, safety and wellness programme.
(b) Ongoing hazard identification.
(c) Risk assessment and management.
(d) The ongoing medical surveillance of employees and serving Councillors.
(e) Construction safety management.
(f) Incident and accident investigation.
5.1.2.5.3 Waste Management
The objective of Waste Management Services is to provide quality sustainable waste
management services to the residents of Nelson Mandela Bay so as to ensure a clean and
healthy environment by:
(a) Rendering refuse collection services to all residents in terms of the Waste Management
Act
(b) Providing a sufficient number of waste disposal facilities with sufficient capacity
(c) Drafting and implementing a second generation integrated waste management plan for
the NMBM, focusing on waste avoidance, reduction and recycling.
5.1.2.5.4 Environmental Health
The Municipality focuses on those aspects of human health, including quality of life, that are
determined by physical, chemical, biological, social and psychosocial factors in the
environment. It also refers to the theory and practice of assessing, correcting, controlling and
preventing those factors in the environment that can potentially affect the health of present and
future generations.
132
Core functions of Environmental Health are the following:
• Compliance monitoring of water quality and availability.
• Implementing environmental health promotion, hygiene awareness and education
campaigns.
• Monitoring food safety and hygiene.
• Monitoring waste management, waste disposal and general hygiene, and advocating for
sanitary practices.
• Conducting health surveillance at designated premises.
• Monitoring the control of communicable diseases and those related to environmental
health.
• Ensure the control and monitoring of vectors and stray animals.
• Monitoring environmental pollution, including air pollution and noise.
• Monitoring and ensuring control over the disposal of the dead.
• Monitoring and ensuring adherence to all health standards during traditional
circumcision practices.
5.1.2.5.5 Environmental Management
The NMBM recognises the huge risks posed to our planet by global warming and is committed
to playing its part as a global citizen by responding to the challenge of climate change. In
particular, South Africa finds itself in the situation in which it is both a high emitter of
greenhouse gases and a country predicted to experience the impacts of climate change in a
severe manner. It is accepted that climate change is a national priority of a cross-cutting
nature, with implications for a wide range of ministries across government and across all
spheres of government. Due to the aforementioned, the NMBM has to protect, maintain and
ensure that there is sustainable utilisation of Nelson Mandela Bay’s globally important
biodiversity and environmental assets in a manner that is legislatively responsible and
compliant. In line with various environmental legislative frameworks, Environmental
Management ensures the following:
133
• Coordinating the development of the climate change and response strategy for the
Municipality.
• Strategic planning and development activities that facilitate the implementation of
environmental programmes, whilst upholding sustainable development principles in the
delivery of key service delivery objectives.
• Protecting, enhancing and maintaining the social, economical, cultural and
environmental integrity of the coastline of Nelson Mandela Bay.
• Assist in completing the annual environmental audit of the NMBM.
5.1.2.5.6 Development and maintenance of Parks, Cemeteries and Public Open Spaces
The Municipality is committed to create and maintain landscaped areas, undeveloped
municipal land within the urban footprint and cemeteries in a sustainable, aesthetic, eco-
friendly safe environment to enhance the marketability of the city and improve the quality of life
for all.
This includes:
• Conceptualisation, planning and implementation of landscaping projects.
• Planning, provision and maintenance of playground equipment.
• Planning and development of Public Open Spaces, including major parks and
landscaped islands.
• Compilation and implementation of greening programs as per the Greening Policy.
• Maintenance of parks, flowerbeds, developed public open spaces and playground
equipment.
• Tree planting on street verges and public open spaces.
• Maintenance of trees on verges and public open spaces.
• Specialised vegetation control (alien vegetation management, weed control and
biological control).
• Provision of burial land and burial services.
• Upgrading/Maintenance of cemeteries.
• Provision of floral decorations for civic functions, organizations and institutions in City
venues only (only non-profitmaking organisations).
• Plant production for the City’s requirements
• Providing advice to the public regarding plant diseases and identification, where
possible.
134
FIVE-YEAR PERFORMANCE PLAN
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of municipal primary
health care facilities
constructed
2 clinic
(Tshangana and Chatty
Clinics)
Construction and
upgrading of municipal
health facilities
Number of municipal primary
health care facilities
upgraded
1 clinic (Pohlar Park Health
Post)
Provision of quality health
care
Nurse-to-patient ratio 1:45
% of community health
clinics providing Integrated
Management of Childhood
Illnesses (IMCI)
100%
% of community health
clinics providing Antenatal
Care (ANC) services (37 out
of existing 41 clinics)
90%
Primary Health
Care Services
To promote
general health and
wellness of the
inhabitants in the
Nelson Mandela
Bay
Provision of Integrated
Management of Childhood
Illnesses (IMCI), Antenatal
Care (ANC) and
Childhood Immunization.
% of children under the age
of 1 year covered in the
Expanded Programme on
Immunisation in Nelson
Mandela Bay
85%
135
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
% of designated primary
health care facilities to
provide dual-therapy to
prevent mother-to-child
transmission of HIV
(PMTCT) (37 out of existing
41)
90%
Implementation of the
advocacy, communication
and social mobilization
elements of the Integrated
NMBM HIV and AIDS Plan
% reduction in the
prevalence of HIV and AIDS
2% reduction
% New Smear Positive Cure
Rate
78%
% reduction in New Smear
Positive Defaulter Rate
4%
% New Smear Positive TB
Conversion Rate
78%
Primary Health Care
Services
(continued)
To combat the
spread of TB, HIV
and AIDS in
Nelson Mandela
Bay (prevention,
care, advocacy,
treatment and
support, and
human rights)
Implementation of TB
control programmes,
which include the
following:
• Implementation of the
District TB Control
Plan
• Strengthening TB
treatment programmes
to improve case
detection, reduce
treatment interruptions
and improve cure rates
% of TB clients on Direct
Observation Treatment
99%
136
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Primary Health Care
Services
To provide a
pharmaceutical
support service
Maintenance of adequate
stock levels
% clinic tracer drug monthly
stock out at the Pharmacy
Depots
10%
% reduction of occupation
health and safety hazards
and risks in the workplace
5%
% reduction in work related
accidents
5%
Implementation of Health
and Safety Risk
Management Programme
% of municipal construction
sites audited for health and
safety compliance
100%
Reduction in the number of
employees infected with HIV
and AIDS
5%
Implementation of
Workplace HIV and AIDS
Plan
% increase in number of
employees testing for HIV
and AIDS
10%
% increase in number of
employees seeking help for
substance abuse
management
10%
Occupational
Health, Safety and
Wellness
To ensure the
health, safety and
wellness of all
NMBM employees
Strengthening the
Employee Wellness
Programme within the
NMBM
% of financial literacy and
debt counseling training to
NMBM employees and
Councillors
5%
137
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Occupational
Health, Safety and
Wellness
(continued)
Implementation of legally
compliant occupational
health monitoring and the
hygienic placement of
employees
% of medical
surveillance undertaken on
employees in the designated
occupations
100%
% of formal households
receiving a domestic waste
collection service
100%
% of informal households
receiving a domestic waste
collection service
100%
Provision of waste
management services
% of households in Peri-
urban areas with access to
waste management services
15%
Provision of sufficient
number of waste disposal
facilities with adequate
capacity
Number of transfer stations
(waste drop-off centre) to be
constructed
2 per annum
Waste Management To provide quality
sustainable waste
management
services to ensure
a clean and
healthy
environment
Implementation of the
NMBM Integrated Waste
Management Plan
% reduction in illegal
dumping
30%
138
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of events to
promote awareness on
waste management
1200
Number of waste
minimisation recycling
projects
2
Number of waste
management co-operative
areas to be sustained
9
Waste Management
(continued)
Number of wards benefitting
from community cleansing
projects
24
To mitigate or
adapt to the
effects of climate
change,
greenhouse gas
emissions and
energy usage
Development of Nelson
Mandela Bay Climate
Change and Resource
Strategy
Development of a
greenhouse gas
emissions inventory study
By June 2012 Environmental
Management
Access to basic
environmental
education services
Promotion of
environmental education
and awareness through
community based projects
and programmes
Number of people attended
environmental education
and awareness programmes
25 000
139
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of diesel-driven
vehicles to be tested for
compliance
800 Air Pollution Prevention
and Reduction
Programme
Number of additional air
quality monitoring stations
Two (2) stations by June
2012
Number of environmental
health and awareness
events held metro-wide to
reduce infections due to
food poisoning
4
Number of milking parlors to
be evaluated and certified in
terms of the Foodstuffs,
Cosmetics and Disinfectants
Act
140 (farms)
Number of flour and maize
samples to be taken at local
millers to determine
compliance
24
Implementation of
Foodstuffs Cosmetics and
Disinfectants Legislation
Number of samples to be
taken at local salt factories
to determine compliance
24
Environmental
Health
To ensure a safe,
healthy and
secure
environment
Control of stray animals % reduction in number of
accidents due to stray
animals
2%
140
PUBLIC HEALTH
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of POS maintained 2073
(Area: 1220.16 ha)
Provision and
maintenance of POS and
landscaped areas
Number of play parks
developed
11
Greening and
beautification initiatives
Number of trees planted 790
Number of cemeteries
maintained
24
Parks & Cemeteries
To create and
maintain
landscaped areas
and cemeteries in
a sustainable,
aesthetic eco-
friendly safe
environment
Cemetery management
and development
Number of cemeteries
landscaped (all operational
cemeteries)
12
141
5.1.2.6 HIV AND AIDS MAINSTREAMING
The Municipality identified the development of an integrated HIV and AIDS Plan
as a strategic developmental objective in order to achieve the indicators set in the
National Strategic Plan (2007-2011).To address the pandemic, key priority areas
were identified in the National Strategic Plan 2007-2011. This Plan will guide the
Municipality in the mainstreaming of HIV and AIDS.
Key priorities of the Plan are the following:
• Prevention of new HIV and TB infections by 50%.
• Treatment, care and support to alleviate and mitigate impact.
• Research, monitoring and surveillance.
• Human rights and access to justice.
Department of Cooperative Governance and Traditional Affairs nationally views
HIV and AIDS not as a health issue only, but also as a socio-economic,
developmental, governance and human rights issue. HIV and AIDS
mainstreaming is everybody’s responsibility.
The Integrated HIV and AIDS Plan for NMB (2007-2011) outlines its
objectives to mainstream the following:
• Improved food security and nutrition
• Orphans and vulnerable children
• Improved access to life-sustaining resources
• Mainstreaming of HIV and AIDS by internal and external stakeholders
• Gender transformation
• Workplace programmes
A partnership between the Municipality and the public and private sectors
therefore becomes crucial in achieving the objectives.
In pursuing the above supporting objectives, the following Five-year performance
plan was introduced to achieve integrated HIV and AIDS mainstreaming.
142
FIVE-YEAR PERFORMANCE PLAN
HIV AND AIDS MAINSTREAMING
Key performance
element
Supporting
objective
5 year Programmes/
Projects
Key Performance
indicators
Target 2011/2012
Number of Metro AIDS
Council meetings held
4
Number of HIV and
AIDS mainstreaming
programmes initiated
in informal settlements
2
Number of household
vegetable gardens to
be initiated in informal
settlements
50 households
Number of workshops /
training programmes
provided to NMBM
directorates
4
Number of Ward
Committee members
trained in HIV and
AIDS mainstreaming
240
HIV and AIDS
Mainstreaming
To ensure the
implementation of
HIV and AIDS
Mainstreaming Plan
in Nelson Mandela
Bay
Implementation of HIV
and AIDS Integrated Plan
Number of HIV and
AIDS public
awareness events held
3 (World AIDS Day,
Candlelight Memorial
and Partnership
against AIDS)
143
5.1.2.7 SAFETY AND SECURITY
The safety and security of all residents, the business community, tourists and
property is a key focus area of this Municipality. In this regard, the Municipality
focuses on crime prevention, disaster management, road and traffic safety, fire
services, internal security services, as well as the establishment of a municipal
Police Service.
To create a safe and secure environment in Nelson Mandela Bay, the full
participation of all stakeholders, including our residents and the business
community, is required in addressing the following challenges:
(a) Reducing crime.
(b) Reducing the risk of disasters.
(c) Reducing the risk of fire and other emergency-related risks.
(d) Reducing accidents and road fatalities.
(e) Maintaining acceptable levels of response to emergencies.
(f) By-law enforcement.
(g) Protection of municipal employees and assets.
A number of programmes have been developed to address these challenges, as
presented below.
5.1.2.7.1 Crime Prevention Strategy
The Municipality developed a comprehensive Crime Prevention Strategy, which
provides a basic framework for crime reduction. The objectives of this Crime
Prevention Strategy are to:
(a) assist with initiatives by the SAPS and other state organs to prevent and
reduce crime in the NMB area;
144
(b) promote community safety awareness; and
(c) promote public knowledge and involvement in community safety structures.
The components of our Crime Prevention Strategy are:
(a) Development and implementation of effective partnerships with the
community and other key stakeholders.
(b) Supporting effective policing and law enforcement through technological
aids such as CCTV cameras.
(c) Establishment of a municipal Police Service.
(d) Provision of effective By-law enforcement services.
(e) Protection of municipal assets and staff.
5.1.2.7.2 Disaster Management Plan
The Municipality developed a Disaster Management Plan, which ensures that
proactive measures are put in place to prevent or mitigate the effects of
disasters.
Disaster management is aimed at:
(a) preventing or reducing the risk of disasters;
(b) mitigating the severity or consequences of disasters;
(c) emergency preparedness;
(d) a rapid and effective response to disasters; and
(e) post-disaster recovery and rehabilitation.
The Disaster Management Plan takes into account the vulnerability of the various
communities and prioritises the potential risk accordingly. To mobilise all
stakeholders, a Disaster Management Advisory Forum and Local Disaster
Management Committees were established.
145
The key disaster management focus areas are as follows:
(a) Creating a sustainable municipal institutional capacity for disaster
management.
(b) Introducing effective risk reduction strategies.
(c) Disaster risk management planning and implementation.
(d) Effective disaster response, relief and recovery.
(e) Enhancing public awareness and preparedness, disaster risk
management research, education and training.
(f) Evaluating and improving disaster management implementation in Nelson
Mandela Bay.
5.1.2.7.3 Fire, Traffic and other Emergencies
To enhance safety and security service delivery, the Municipality has embarked
on a programme to upgrade and replace its emergency vehicles, equipment and
infrastructure. An operational 24-hour traffic control service is envisaged with the
establishment of the municipal Police Service.
5.1.2.7.4 Integration and Sustainability
Safety and security play an important role in economic growth, tourism
development and investment. Fulfilling the safety and security requirements of
Coega and other major developments is paramount. In addition, safety and
security is a prerequisite for the sustainable growth of communities. Safety and
security in Nelson Mandela Bay will also be crucial beyond the World Cup.
146
FIVE-YEAR PERFORMANCE PLAN
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
% reduction in road
fatalities through
accidents
1%
Average of traffic fines
issued by a Traffic
Officer per day
2 cases per hour
Implementation of
Traffic Control,
Enforcement and
Management
Programme
% revenue collection on
traffic fines
52%
Turnaround time from
booking learners and
Driver’s License to the
actual test
16 weeks
Number of warrants of
arrests executed
15 361
Provision of Safety and
Security Services
(Traffic and Licensing
Services)
To ensure a safe and
reliable road traffic
system in the Nelson
Mandela Bay
Drivers/Learners licence
Number of educational
programmes on traffic
safety implemented
120 programmes
per year
147
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
Number of risk analysis
surveys completed
16 risk analysis
surveys completed
Provision of Security
Services
(Protection of Municipal
staff and assets)
To ensure the safe-
keeping of municipal
assets and employees
Implementation of the
Security Master Plan
Number of additional
CCTV cameras installed
10
Number of community
based risk assessments
in communities
completed
8 risk assessments
conducted per year
Number of additional
Disaster early warning
systems installed
2 by December
2011
Number of Disaster
awareness programmes
held in communities
100
Provision of Disaster
Management Services
To proactively and
effectively prevent,
mitigate and respond
to disasters
% Metro capital projects
compliant with the
Disaster Management
Plan
100%
148
SAFETY AND SECURITY
Key Performance
Elements
Supporting
Objectives
Five-year
Programmes/ Projects
Key Performance
Indicators
2011/12 Targets
Number of Disaster
Management Forum
meetings held
4 Provision of Disaster
Management Services
(continued)
Number of safety
certificates issued for
stadium compliance
12
Number of educational
programmes regarding
fire safety implemented
in communities
24
Provision of Safety and
Security Services
(Fire Services)
To ensure an efficient
and effective fire
safety environment
and services
Implementation of a Fire
Safety Programme
% reduction in fire
incidents
1%
Response rate to
emergencies:
Traffic 10 min.
Fire 10 min.
Provision of Safety and
Security Services
(Emergency Services)
To have a quick,
efficient and effective
response to
emergencies
Implementation of fire
safety, traffic and
disaster emergency
programmes
Number of fire safety
inspections conducted
to ensure by-law
compliance
800
149
5.1.2.8 Infrastructure Asset Management
This Municipality prides itself with effective asset management systems. The
importance of an effective asset management system can never be
overemphasized, because it supports infrastructural development and
maintenance programmes. These systems involve the management of the
following strategic assets:
• Electricity
• Water
• Sanitation
• Refuse removal
• Roads
• Stormwater
• Property and buildings
Asset management is central to service delivery. When assets are managed
properly, operational and replacement costs are significantly reduced. If assets
are not properly maintained, service disruptions may occur. In the past,
investment in infrastructure asset maintenance has been inadequate, due to
insufficient funding. The inadequate levels of maintenance in the past is the
reason why this Municipality is currently confronted by huge maintenance
backlogs.
The NMBM have developed an integrated and auditable asset register that fully
complies with the latest accounting standards. This system identifies the
operational requirements for the maintenance and development of its
infrastructure and other asset programmes on an ongoing basis.
150
The biggest challenge this Municipality faces in to keep up the pace of
maintenance of the rapidly expanding asset base as services are rolled out and
the metropolitan area is growing.
The following information is indicative of where this Municipality is in terms of
asset management:
• Three consecutive unqualified Audit Reports (2007/08 to 2009/10).
• The NMBM has a fully GRAP compliant Asset Register (General Ledger).
• The detailed Asset Register consists of the following:
o Roads and Pavement Management System
o Bridge Management System
o Water and Sanitation Management System
o Fleet Management Information System
o Land and Facilities Management System
o Electricity Management System
o Moveable Asset Register
• Asset values are based on the historic cost method.
• The detailed Asset Register includes replacement values for planning
purposes.
To ensure every asset is maintained, the following is done:
• Annual Asset Verification is done by all directorates for all asset categories
• Annual condition assessment is done, resulting in maintenance plans as
follows:
o Roads and bridges: Detail visual inspection.
o Facilities: Physically inspected.
o Fleet: Serviced annually.
o Water, sanitation and stormwater condition assessment is done via
CCTV cameras.
o Electricity Network: Physical inspection and fault report analysis are
undertaken annually to determine the conditionality of the assets.
151
• Maintenance plans are executed per the Operating Budget.
• Rehabilitation maintenance to extend the lives of assets is executed per
Capital Budget.
• Replacement of Assets takes place where rehabilitation maintenance is
not economically viable.
The following table lists the value of this Municipality’s asset base and what it
would cost to replace all its assets if they were not properly maintained or in the
event of a disaster.
Asset Category Historic Cost
R million
Estimated
Replacement Value
R million
Infrastructure Assets 7 696 154 916
Land and Buildings 2 233 6 526
Community Assets 2 862 33 500
Heritage Assets 111 16 662
Other Assets 595 895
Intangible Assets 426 695
Investment Property 79 451
TOTAL 14 002 212 646
When assets are maintained at the desired level, the cost of rehabilitation and
replacement will be reduced significantly. The international norm is that
municipalities should at least spend 2% of the replacement value on operational
maintenance. This would be a level of operational maintenance of R4,5 billion per
annum. This is clearly unaffordable for this Municipality. On average, this
Municipality spends approximately R400 million per annum on operational
maintenance.
152
The following table demonstrates the levels of spending operational repairs and
maintenance, capital rehabilitation and replacement of assets for the period
2007/08 – 2010/11.
Action 2007/08
Actual
Spent
R’ million
2008/09
Actual
Spent
R’ million
2009/10
Actual
Spent
R’ million
2010/11
Budgeted
Expenditure
R’ million
TOTAL
R’ million
Operating
repairs and
maintenance
330
382
408
489
1 609
Capital
rehabilitation
36
49
57
59
201
Replacement
of assets
62
77
73
56
268
TOTAL 428 508 538 604 2 079
The above table demonstrates how the replacement of assets reduces as
operating repairs and maintenance increases. This Municipality sits with an aging
infrastructure asset base that inevitably needs to be replaced at some time,
which may result in significant rates increases.
153
5.2 LOCAL ECONOMIC DEVELOPMENT
Local economic development is a dynamic and sustainable process, which
creates wealth and raises living standards. This has a number of implications,
including increased entrepreneurial and business activity, as well as the
improved material status of citizens through access to resources and basic
services. The Municipality’s Economic Development Framework seeks to
improve the Metro’s global competitiveness and simultaneously eradicate
poverty. Effectively, this Framework recognises that Nelson Mandela Bay is part
of the global economy and also needs to ensure that it creates a safety net for
the poor.
The process for the development of a major regional retail and commercial centre
is under way and the momentum in the development of the waterfront as a
catalystic project will be intensified.
The global economic recession experienced over the past three years has led to
job-shedding in the city, as various firms in the automotive, metals and
engineering sectors were forced to close or reduce their operations significantly.
In response, the city’s political leadership, through the Economic Summit held in
May 2010, brought together all socio-economic partners to re-imagine the local
economy, culminating in the adoption of a local development strategy.
The regional economy is dominated by the manufacturing sector. We therefore
need to strengthen and build on our existing manufacturing base by increasing
the local content of production through attracting both foreign and domestic
investments and improve logistics and skills supply.
The primary goal of government in the next three years is to ensure that the
jobless growth trend is reversed and that more emphasis is placed on job
creation and youth development. Industrial sectors that have a high labour
absorption capacity are targeted, e.g. tourism. Further, skills development that
154
is linked to labour demand by industries will be prioritised, e.g. the training of
artisans to provide competent skills in support of the manufacturing and maritime
industries.
Nelson Mandela Bay is a coastal city, therefore it must maximise benefits from
tourism and property development. The Tourism Master Plan has been reviewed
to ensure that we build on the benefits of the FIFA 2010 World Cup, such as
worldwide exposure as a visitor friendly city. Further, as tourism is the fastest
growing sector in the local economy, all efforts will be made to ensure that it
contributes significantly to job creation efforts.
The Economic Development Strategy identifies the following key economic
enablers for the Nelson Mandela Bay:
• Skills development.
• Infrastructure development.
• Visionary governance.
• Meaningful business, civil society and governmental partnerships.
Sectoral contributions to Gross Geographic Value Added are reflected below:
155
Figure 1: Sectoral contribution to Gross Geographic Value Added (GGVA)
0.3%
0.7% 1.6%
2.4%
9.7%
13.2%
14.1%
27.0%
31.1%
Sectoral contribution to GGVA
(2000 constant prices)
Mining and quarrying
Agriculture, forestry, hunting
and fishing
Electricity, gas and water
supply
Construction
Transport, storage and
communication
Wholesal and retail trade
Financial, insurance, real
estate and business services
Community, social and
personal services
Manufacturing
For Nelson Mandela Bay’s economy to generate the anticipated jobs, the focus
must be placed on industries that yield more job creation opportunities and
economic diversification, such as tourism development and events management.
Re-imagining Nelson Mandela Bay’s Economy
On 14 – 15 May 2010, the Nelson Mandela Bay Municipality held an Economic
Summit forging a bold plan for the socio-economic transformation of Nelson
Mandela Bay, specifically activating economic growth impulses that will generate
work opportunities and increase household and social incomes throughout the
Metro and the region.
Representatives of local and provincial government, the business community,
organised labour, academia, students and civil society participated and
156
collectively agreed on a local economic development path for Nelson Mandela
Bay.
A key outcome of the Summit is a Socio-Economic Intervention Plan, which all
stakeholders and participants committed to jointly implement. This Plan is
reflected in the table below:
A ‘re-imagined City’: a three-part NMB Socio-Economic Intervention
Plan (SEIP)
1. Social Programme 2. Industrial Growth and
Innovation Programme
3. Infrastructure and
Transport Programme
EPWP (mass
employment programme)
Food security
Urban upgrading/Housing
HIV/AIDS
Autos
Renewables
Agro-processing
Capital goods
PetroSA
Tourism
Coega Trans-shipment Hub
Metro Transport
Water/Electricity
Key enablers and intervention programmes
Institutional turnaround – LGTAS
IDP process alignment, consultation and incorporation
In terms of the Plan, the following key intervention programmes will be
implemented and mainstreamed in the institution:
5.2.1 Social Programme
Key priorities of the Social Programme include the following:
(a) Massive implementation of EPWP and job creation.
(b) Food security, which includes school food gardens, urban agriculture as well
as feeding schemes.
(c) Provision of integrated sustainable human settlements, with facilities,
amenities and services.
(d) HIV and AIDS mainstreaming, treatment and support.
157
5.2.2 Industrial Growth and Innovation Programme
Key to industrial growth and innovation in Nelson Mandela Bay are the following
programmes:
• Infrastructure and logistics
• Skills development
• Investment facilitation
• Industrial finance and incentives
• Research and development
• Small business support
5.2.3 Infrastructure and Logistics Programme
This Programme focuses on the following:
(a) Provision of bulk infrastructure to encourage investment, lobby other
spheres of government and parastatals for additional funding, and maximise
the benefits of Coega as a major transshipment hub.
(b) Investment in the Metro’s integrated public transport system.
(c) Provision of integrated infrastructure development, to deal with both service
delivery and infrastructure backlogs.
Priority industries in Nelson Mandela Bay that should receive focus under the
Industrial Growth and Innovation Programme are the following:
Protecting and strengthening the automotive sector.
Prioritising renewable energy resources and a green economy.
Tourism growth and development.
Agroc-processing and maximising capital goods and local content and
capacity development.
Investigating and developing logistics and maximising industries.
158
Establishing a partnership lobby between the Metro, the Province, CDC,
business chambers, and civic and social partners to mobilise and attract
Petro SA investments in Nelson Mandela Bay.
Conducting study and lobbying for SEACOM cable connectivity at the
Coega IDZ.
5.2.4 Socio-economic Impact of Sport and Recreational Activities
The sporting and recreational landscape changed dramatically in the previous
century, and this dynamic field will continue to change in the 21
st
century.
Sporting and recreational activities continue to be key mechanisms for
transforming society and building economic well-being. These fields have the
ability to generate employment, and build social cohesion, national pride and
economic development.
Nelson Mandela Bay is blessed with rich legacy of Victorian architecture, mixed
with a vibrant Xhosa and Afrikaans culture. The latter, as well as new
developments in the city, such as the Red Location Museum of Struggle, our
pristine beaches and have shown to be the biggest drawing cards for competing
in the international tourism sector. The continued preservation of this key
infrastructure and the development of new heritage infrastructure will ensure that
the residents of the city all find an identity and a source of pride in their city.
Likewise, the development of the arts and crafts disciplines will be a sure way of
ensuring that Nelson Mandela Bay is able to create a sustainable and proud
livelihood for those sectors of its community that are not able to find employment
in the formal economy, thus pushing back the frontiers of inequality and poverty.
On the sporting front, Nelson Mandela Bay has a proud history of individuals who
have excelled in sport. However, sport development in Nelson Mandela Bay has
not yet reached its full potential. Nelson Mandela Bay has identified key sporting
codes, namely soccer, rugby, netball, cricket and water sport, for special
attention and development. Support for a Super Rugby franchise in Nelson
159
Mandela Bay as well as professional Soccer League status is imperative.
Likewise the continued rise of the City’s cricket is recognized. Other sporting
codes like the martial arts, athletics and tennis will also receive focus.
The provision of adequate sporting and recreational facilities is key in sport
development and has been prioritised by the Municipality. Partnerships between
the Municipality, different sporting bodies and communities are essential in this
regard.
The development of the arts and culture sector through the nurturing of talent and
infrastructure provision needs to be linked to the promotion of the creative
industries. Strategies to develop the arts and culture sector are in place and will
be complemented by film and events management policies and the Tourism
Master Plan to provide guidance on the development and promotion of this
sector. The By-laws regarding film and events needs to be implemented and
monitored. Awareness sessions will be conducted with communities and
stakeholders to assist with compliance.
Nelson Mandela Bay currently has an elementary industry presence only, despite
the massive talent in the region. Active focus will therefore be placed on
enhancing artists’ ability to do business and expose themselves to the varied
opportunities within the cultural industries. The building blocks for a dynamic
creative industry sector will be laid. A film office, linked to the events office, has
been established to develop a relevant policy and bylaws and act as a one-stop
shop for processing film and event applications and permits.
5.2.5 Facilitation of Megaprojects
160
The Municipality has identified key megaprojects, as reflected in the Spatial
Development Framework of the Municipality. These include projects funded
through Neighbourhood Development Partnership Grants, e.g. the Njoli Square
Development.
5.2.6 Building Basics in order to achieve the desired Socio-economic
Outcomes
The strategic framework as per the LED Strategy identifies Nelson Mandela
Bay’s economic development vision and its objectives, as reflected in Graph 1
below. The economic development vision of the Municipality is: “A first choice
destination for sustainable living, innovative business and thriving investment”.
161
Graph 1: Schematic depiction of Goals underpinning City’s Economic Vision:
Goal 5: Entrepreneurship and
small business growth are
significant drivers of the
economy
Goal 10: Marketing campaign
promotes NMB as a place to visit,
live and invest
Goal 2: Nelson Mandela Bay’s
people are skilled, adaptable
and productive
Goal 1: NMB’s infrastructure
and municipal services meet the
needs of target sectors and a
growing population
Goal 9: Existing resources
are coordinated to ensure a
seamless system for
economic development in
NMB
Goal 3: Investment in strategic
capital projects to accelerate
economic development
Goal 4: Nelson Mandela Bay
hosts a diversified economy
Goal 6: Nelson Mandela Bay
offers opportunities for
enhanced livelihoods
Goal 8: Nelson Mandela Bay
applies stronger sustainability
practices
Goal 7: Nelson Mandela Bay is an
appealing place in which to live
Putting the
basics in
place
Sustainability
drivers and
sharing of
benefits
Harnessing
growth through
industrialisation
162
5.2.7 Job Creation and EPWP (Expanded Public Works Programme)
In his 2011 State of the Nation Address, the President signaled that government
was primarily concerned about the prevalence of unemployment and poverty in
the country. To address these concerns, 2011 was declared the year of job
creation. Every sector and every business entity, regardless of size, is urged to
focus on job creation. Every sector contribution counts in this national effort. All
government departments will align their programmes with the job creation
imperative. The Nelson Mandela Bay Municipality has also aligned its
programmes in this regard to ensure the creation of decent jobs, infrastructure
and socio-economic development as well as environmental management. The
Municipality’s IDP and Budget are being utilized as key tools for mainstreaming
labour-intensive approaches.
The Municipality is currently implementing EPWP Phase 2, which commenced in
2009. EPWP is a Government-wide Programme aimed at creating jobs and
imparting skills through public spending. EPWP involves re-orientating line
function budgets so that government expenditure results in more work
opportunities, particularly for unskilled labour. It consists of four sectors: -
• Infrastructure
• Environment and Culture
• Social
• Non-state
EPWP is a cross-cutting programme in all directorates in the NMBM. Each
directorate is required to identify and integrate labour-intensive
programmes/projects into its normal activities, i.e. SDBIP.
163
Objectives
• Maximising employment opportunities.
• Developing skills in the community through EPWP training programmes.
• Developing sustainable emerging enterprises through accredited
learnerships.
• Maximising the percentage of the total annual budget spent and retained
within the local community in the form of wages.
• Targeting and prioritising vulnerable groups in most of the
projects/programmes (youth, women and people living with disabilities).
• To enhance accountability, and the monitoring and evaluation of the
implementation of the EPWP by regular reports, sent to national and
provincial government, in addition to municipal Council structures.
Nelson Mandela Bay Municipality will focus inter alia on the following in
implementing the EPWP:
• Infrastructure development and maintenance
• Low volume roads (less than 500 vehicles per day).
• Side and non-motorized transport infrastructure.
• Storm drainage and trenches.
• Resurfacing of identified roads.
• Housing provision, which in addition to onsite activities, will include the
manufacturing of building material.
• Youth, women, and people with disabilities development and learnerships, i.e.
Vukuphile.
• Minor works, repairs and renovations to municipal buildings.
• Peer educators, environment and waste management educational awareness
programmes.
• Cooperatives development.
164
• Sport infrastructure development.
• Beautification programmes, e.g. cemeteries.
• Implementation of two pilot labour intensive projects (Wards 40 and 47).
• Support EPWP non-state sector (NGOs and CBOs) in implementing various
projects / programmes within the jurisdiction of the NMBM.
• Implementing mayoral projects/programmes, e.g. School Renovation
Programmes, through the support of private sector, etc.
• Identifying and exploring additional potential areas.
• LED labour-intensive projects.
The Municipality has won an award in 2011 under EPWP Environmental and
Culture Sector from the National Department of Public Works as the best
emerging contractor and for the best cooperative development (Ward-based
Cleansing Programmes). Nelson Mandela Bay will build on this success by
focusing on other areas for the development of cooperatives.
EPWP Targets
The EPWP targets, as reflected in the Protocol agreement between the
Municipality and the National Department of Public Works, are reflected below:
Work Opportunities Full Time Equivalents (FTE) Financial
Year Infrastructure
Sector
Environment
and Culture
Sector
Social
Sector
Infrastructure
Sector
Environment
and Culture
Sector
Social
Sector
2009/10 3502 279 32 1199 101 25
2010/11 3993 282 37 1439 126 27
2011/12 5137 357 50 1881 176 35
2012/13 6678 491 49 2427 242 49
2013/14 8406 669 96 3022 330 66
TOTAL 27715 2078 311 9969 975 202
165
Work opportunities created through EPWP must meet the following equity
criteria: -
o 55% women
o 49% youth
o 2% people with disabilities
o 8% any other equity criteria
5.2.8 Poverty Eradication
The Municipality is aware that despite progress made in job creation and the
provision of basic services, high poverty levels are persisting. Initiatives to fight
poverty introduced by the Municipality include the following:
o Provision of free basic services to indigent households.
o Implementation of EPWP and job creation initiatives.
o Provision of human settlements.
o Development of cooperatives, SMMEs and informal traders.
o War on Hunger Programme.
o Repair of water leakages in indigent households.
o Skills development, learnerships and entrepreneurship support.
o Rural / Peri-urban development.
o Empowerment of youth, women and people with disabilities.
These and other initiatives are prominent throughout this IDP Report.
166
5.2.9 MBDA
The MBDA works within a Council approved mandate document, i.e. basically
responsible for the revitalisation of the CBD, Central and immediate outlying
areas through the improvement of infrastructure, the creation of new
infrastructure, and the provision of services such as cleansing. The key
motivation is that CBDs are the engines of growth of any city. It represents by far
the biggest component of the rates base. If the NMBM’s CBD dies, then its rates
base will be restricted to such an extent that there will be less funding for the
upgrading of infrastructure and the provision of services in the entire NMBM area.
On the other hand, if the infrastructure investment and the provision of services
are improved in the CBD, it will not only increase the Gross Domestic Product,
but will also increase employment opportunities and expand the all-important
rates base.
In December 2007, the NMBM Council resolved that the MBDA should expand its
work to other emerging nodes, such as Uitenhage CBD and the North End
Stadium Precinct.
Key priorities identified in the MBDA’s target areas are:
• Promotion of basic services in the MBDA’s target areas, such as
cleansing, security and informal traders.
• Municipal infrastructure upgrading to promote the development of
residential, retail, office and tourism/leisure/entertainment nodes.
• Tourism development around heritage and culture.
• Economic development around the creative industry, i.e. the arts, music
and craft as key economic driver.
167
• Redevelopment of derelict and unused buildings that have become a
liability to the NMBM (they are costing money and are not assets ability to
add to the rates base).
• Ensuring that the new NMB Multi-purpose Stadium becomes the catalyst
for development of a strong sport, leisure, entertainment, office, residential
and tourism node.
• Urban renewal and transformation in the target areas of Nelson Mandela
Bay.
• Facilitating social housing developments with a view to attracting emerging
youth and other relevant stakeholders so that the inner-city areas will
become vibrant and attractive areas for urban transformation.
5.2.10 Uitenhage-Despatch Development Initiative (UDDI)
The UDDI focuses on local economic development projects in and around
Uitenhage and Despatch. Key UDDI projects include the following:
• Nelson Mandela Bay Science and Technology Centre.
• Investment promotion.
• Despatch Developers Day, in partnership with other stakeholders.
• Uitenhage Aerodrome Project.
• Uitenhage Lower Yard Project.
• Agricultural Sector Development Programme.
• Environmental Management.
• Enterprise Development and Social Development Programme.
5.2.11 Heritage Management
Nelson Mandela Bay has valuable heritage resources (built and non-built
heritage), which contributes to tourism and economic development and
constitutes a rich legacy for future generations. The built heritage has, however,
168
been consistently deteriorating over time because of neglect by property owners
as well as the competent authorities charged with the responsibility for heritage
protection. The Municipality has, however, embarked on initiatives to preserve its
valuable resources, including the following:
• Establishment of the Heritage Task Team.
• Development of Heritage Management Policy and By-laws.
• Establishment of a database of all heritage sites in Nelson Mandela Bay.
• Assessment of state of built heritage in Nelson Mandela Bay.
• Engaging with the National Department of Arts and Culture and the
Provincial Department of Arts, Sports and Culture.
• Sourcing legal opinions clarifying roles, responsibilities and competencies
of the different spheres of government in heritage protection and
preservations.
The Municipality has resolved to implement strategies aimed at resolving the
current impasse and lack of action in addressing the deteriorating state of its built
heritage. These include the following:
• Instituting legal action against property owners neglecting their heritage
buildings
• Declaring intergovernmental dispute to force national and provincial
structures to fulfill their legislative mandates.
• Continuous engagements with national and provincial government in the
spirit of cooperative governance.
The Heritage Policy will guide the conservation and management of the heritage.
The continued documentation of the various heritage trails will not only ensure
the preservation of our socio-cultural history, but will be tourism and educational
outcomes through presentation in various media and platforms.
169
FIVE-YEAR PERFORMANCE PLAN
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% increase in bed-night
occupancy in the Metro,
facilitated through service level
agreement with NMBT
5% To promote tourism
development in the
Nelson Mandela
Bay
Tourism promotions
Number of major events hosted 1 (Ironman)
Value of new investments /
expansions in Nelson Mandela
Bay through municipal
initiatives
Minimum of R100
million combined
To facilitate and
promote investment
in Nelson Mandela
Bay
Investment facilitation
promotion
Value of new export contracts
facilitated through municipal
initiatives
R1.5 million
Economic Growth
and development
To facilitate and
promote exports in
NMBM
Trade promotion
facilitation
Number of new SMME
exporters capacitated
35
170
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of self-sufficient
agricultural projects established
3 Urban Agriculture
Programme
Number of food gardens
supported
20
Number of SMMEs capacitated 500
Number of SMMEs provided
with start-up support (trading
facilities and equipment)
50
Number of Tourism SMMEs
capacitated
20
Number of new co-operatives
capacitated
20
To build
sustainable
businesses through
entrepreneurship,
SMME and
cooperative support
Entrepreneurship
development programmes
Number of informal traders
capacitated
200
Poverty eradication
To reduce poverty
levels in Nelson
Mandela Bay
through the
provision of free
basic services
Provision of free basic
services
% households earning less
than R2020 per month (two
state pensions) with access to
free basic services
100%
171
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% tenders awarded in
adherence to broad-based
empowerment targets, both in
terms of number and value:
(a) previously disadvantaged
individuals
50%
(b) women and youth
10%
Broad-based
economic
empowerment (BEE)
To promote broad-
based economic
empowerment
BEE Support Programme
(c) people with disabilities 2%
Job creation and
EPWP
To contribute to
halving
unemployment by
2014
Creation of work
opportunities, full-time
equivalent and
development of
beneficiaries
Number of Task Team
meetings held to coordinate
institutional approach to EPWP
4
172
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of learners from
Infrastructure Learnership
Programme
20
Number of full-time equivalent
(FTE) jobs to be created
1 881
Number of work opportunities
(WO) to be created
5 137
Job creation and
EPWP (continued)
Number of donor funders/
private sector partners sourced
2
Recreational, Arts
and Cultural Services
To ensure beaches
and resorts meet
set standards of
excellence and are
safe and user
friendly
Blue Flag status
Number of beaches with Blue
Flag status
2
173
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
Number of Arts and Culture
facilities developed
1 (Mendi Multi-
purpose Cultural
Centre)
To promote a
conducive
environment for the
development of
arts, culture and
heritage
Arts and Culture
Development
Number of artists benefitting
from NMBM initiatives
100
Recreational, Arts
and Cultural services
(continued)
To promote a
culture of reading
and learning
through the
provision of library
services
Implementation of reading
and learning
Number of initiatives promoting
a culture of reading and
learning developed and
implemented
2 (benefiting 22
libraries)
Number of stadiums upgraded 1 (Wolfson Stadium
completed)
Sport Development To promote sports
development
Development & Upgrading
of sports facilities and
codes Hosting of the Mayoral Cup By March 2012
Facilitation of Mega
Projects
To promote urban
renewal, job
creation, poverty
alleviation
Implement the existing
Neighbourhood
Development Partnership
Grant (NDPG) Grant
(R305m)
% completion of NDPG projects 100% Fountain Road
redevelopment
completed
174
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
% satisfaction with cleansing
services in target areas
80% satisfaction
levels achieved
Number of new Special Rating
Area (SRA) operational
1 (Central –
Parliament Street) by
June 2012
Number of new capital projects
completed
3 (Strand Street
environmental
upgrade and King’s
Beach Triangle,
Bellmont Terrace/
Bird Street – 50%)
Number of cultural precinct and
public open space completed
1 (Donkin Reserve)
MBDA To revitalise the
CBD of Nelson
Mandela Bay and
its developing
nodes
Urban Renewal and the
management and
transformation of the
MBDA target areas
Redevelopment and
construction of Tramways
Building
30% completed
175
ECONOMIC DEVELOPMENT AND RECREATIONAL SERVICES
Key Performance
Element
Supporting
Objective
Five year Programmes/
Projects
Key Performance Indicators 2011/12 Target
MBDA
(continued)
Value of investment attracted to
the mandate area as a result of
urban transformation (capital
infrastructure, urban
management, promotion of
culture and heritage)
R100 million by June
2012
Number of additional sites
assessed and included in the
heritage inventory
3 500 by June 2012
Instituting legal action against
property owners neglecting
their heritage buildings
2 property owners by
September 2011
Built Heritage To preserve the
NMBM heritage
Protection of municipal
heritage
Fulfilling heritage competence
requirements in terms of built
heritage criteria
By December 2011
176
5.3 URBAN RENEWAL PROGRAMME
5.3.1 Motherwell Urban Renewal Programme (MURP)
The Urban Renewal Programme (URP) is a product of the National
Government’s Urban Renewal Strategy (URS). In 2001, the State President
announced the National Urban Renewal Programme (URP). Motherwell was one
of the eight townships chosen to benefit from the Programme. The broader
objectives of the Programme are a general renewal of the nodal areas and efforts
to address the economic, social and security needs of the community in an
integrated and sustainable manner.
Urban renewal presents an opportunity for the three spheres of government to
work together to eradicate poverty and unemployment. Job creation initiatives,
public participation in governance, crime combating initiatives and the
establishment of a healthy environment as well as the acceleration of service
delivery are the key priorities of MURP.
MURP receives a great deal of funding to implement its projects from the
European Commission under the European Union (EU) Sector Policy Support
Programme, the Department of Local Government and Traditional Affairs and
Neighbourhood Development Partnership Grant. MURP fulfils the role of
facilitator and coordinator of projects. Recently, its role has been extended to
that of an implementer of various projects.
The funding agreement responds to various Result Areas (RAs) with concomitant
outcomes and performance indicators:
• Local Economic Development
• Habitable Human Settlements
• Improved Social Development
• Improved public participation.
• Improved strategy, programming, project implementation and Coordination
and Service Delivery.
• Improved municipal institution relating to financial management, audit,
procurement, project management and integrated planning.
• Support to the functions of the National and Provincial Urban Renewal
Programme.
177
In order for MURP to respond to the requirements of the EU SPSP, three clusters
were created, namely the LED Cluster, the Physical Cluster and the Skills
Training and Institutional Cluster headed by Cluster Coordinators.
The key objectives of MURP are:
• Upgrading and development of infrastructure
• Local economic development
• Reduction of poverty and unemployment
• Crime reduction
The Integrated Development Plan (2011 – 2016) of the Nelson Mandela Bay
Municipality necessitates the development of a five-year plan. MURP has a life
span until December 2013, but is guided by government strategy for the
extension of the Programme beyond its pilot phase. This necessitates
municipalities to mainstream urban renewal programmes into their operations as
part of improving service delivery to the people.
To prepare for the mainstreaming process, MURP developed a five-year
programme in consultation with various structures to respond to some of the
outcomes of the Local Government Turnaround Strategy (LGTAS) as well as
Municipal Turnaround Strategy (MUTAS). The implementation of the LGTAS and
MUTAS also provide MURP with an opportunity to devise a long-term and
sustainable citizen-centred intervention plan for the residents of Motherwell. This
interventionist approach deals with both the entrenched distress in Local
government and the immediate pressure points in communities.
MURP CLUSTERS
• Physical Cluster
• Social Cluster
• Local Economic Development Cluster
(a) Physical Cluster
The focus is on providing and upgrading infrastructural development within
Motherwell. A number of projects have been implemented, while others are still
178
at various levels of implementation. These include the upgrading of the
Motherwell Peace Park, Motherwell Thusong Service Centre, house numbering,
hawkers facilities, support to school renovations, Ikamvelihle Pedestrian Bridge,
upgrading and identified surfacing of Culs-de-sac and upgrading the NU2
Stadium.
(b) Social Cluster
The Social Cluster specifically responds to Result Area 3 of the EU funding
agreement. It aims to implement social development initiatives in the Motherwell
and surrounding areas. This area is specifically responsible for outcomes
responding to HIV/AIDS, crime diversion and skills training.
To ensure a proper response to the outcomes, the Social Cluster envisages the
roll-out of the following priorities in Motherwell:
• HIV/AIDS assistance to various Non Profit Organizations (NPOs)
• Support to the recently established Home Based Care Forum.
• Support to the South African Police Services (SAPS) and Community Police
Forums (CPFs) in association with various sports, arts and culture
Organisations to respond to crime.
• Skills training initiatives that ensure employability for the people of Motherwell.
• Support to various NPOs i.e. soup kitchens and day care centres, to ensure
optimal and sustainable functioning.
(c) Local Economic Development
The cluster responds to Result Area 1 of the EU, namely Local Economic
Development. The aim is to ensure the capacitation of small, medium and
micro enterprises, be it individuals or groups (community cooperatives). The
second tool for achieving this goal is through attracting investment into the
area through direct or indirect investment, as guided by the Sustainable
Community Unit Plan approved by Council.
179
FIVE-YEAR PERFORMANCE PLAN
Special Mayoral Projects
Performance Element Supportive
Objectives
Five year
Programmes/Projects
Key Performance Indicators 2011/12 Targets
Implementation of
community skills training
initiatives in partnership
with relevant stakeholders
Number of people trained in
terms of MURP skills audit
500 community
members
Implementation of crime
diversion programmes in
partnership with the South
African Police Services
and other relevant
stakeholders
Number of crime diversion
programmes
4 programmes
Support 50 Home-based
Care Organizations in
Motherwell on HIV/AIDS
related programmes in
partnership with relevant
stakeholders
Number of Home-based
Care Organizations assisted
10
5 soup kitchens Support 50 social and
Non-profit organisations
(NPOs) in Motherwell
Number of NPOs assisted
(training and equipment)
5 early childhood
development centres
MURP To improve the
socio-economic
situation of the
Motherwell
community
Implementation of
aquaponics programme
Number of aquaponics
programmes
1
180
Special Mayoral Projects
Performance Element Supportive
Objectives
Five year
Programmes/Projects
Key Performance Indicators 2011/12 Targets
Number of SMMEs
capacitated
200 SMME Development
Programme in Motherwell
Number of SMME hive
constructed
1
Cooperative Development
Programmes
Number of Co-operatives
supported
4
Investment Attraction
Programme
Number of investors
attracted
1
Number of youth
entrepreneurs capacitated
100 (International
Labour Organisation)
Youth development
programme
Number of people benefiting
from the Youth Learnership
Programme
40
Motherwell Newsletter Number of Motherwell
Newsletters released
2
Public Participation
Programmes
Number of public
participation sessions held
4
MURP
(continued)
School Renovation
Programme
Number of schools
renovated
1 (Cingani High
School)
181
5.3.2 HURP (Helenvale Urban Renewal Programme)
The NMBM has undertaken a decision to extend the lessons learnt from MURP to
other poverty-stricken areas in Nelson Mandela Bay. Helenvale (Ward 13) has been
identified as one of the areas needing attention.
It is the aim of the Helenvale URP to improve the quality of life of the community of
Helenvale through urban upgrading and sustainable development. Although the
Programme is based on lessons learnt from the Motherwell URP, it is geared to focus
on the specific context of the Helenvale locale. The key objectives of the Programme
are as follows:
• Developing and implementing sustainable housing solutions.
• Improving safety and security.
• Reducing poverty and unemployment.
• Upgrading and developing infrastructure.
• Addressing the social development needs of the local community.
• Creating a healthy environment.
In light of these objectives, it is the mandate of the HURP Unit –
• To coordinate and integrate all programmes and projects implemented by various
stakeholders in Helenvale.
• To facilitate and coordinate social cohesion, including the community’s involvement
in the Programme, by holding quarterly VD public meetings.
• To source and secure more funding for the Helenvale URP from government
institutions, NGOs, the private sector and donors.
• To initiate, facilitate and coordinate the introduction of skills-based community
training programmes for Helenvale.
Furthermore, Helenvale has also been identified as a Premier’s Priority Project. The
purpose of this Project is to improve the integration of various initiatives, i.e. initiatives
by different spheres of government, business and civil society in Helenvale and the
surrounding Northern Areas aimed at social upliftment and crime prevention. The
Helenvale URP will coordinate the initiatives that emanate from the Project.
182
FIVE-YEAR PERFORMANCE PLAN
HELENVALE URBAN RENEWAL
Performance Element Supporting Objectives Five Year Programmes
/ Projects
Key Performance
Indicators
2011/12 Target
(a) Skills-based
Community Training
Programme: 1125
community members
trained
Number of community
members capacitated
225
(b) SMME Development
Programme: 50 SMMEs
capacitated and
supported
Number of SMMEs
capacitated
10
(c) Upgrading of
infrastructure
Number of
Multipurpose
Community Centre
constructed
1
(d) Improving safety and
security
Number of community
street patrollers
trained and
operationalised
20
(e) Creating a healthy
environment
Introduction of a
Ward-based cleaning
project
1 Ward-based
Cleaning Project
(Ward 13)
HURP To improve the socio-economic
situation of communities in
Helenvale (Ward 13)
(f) Mobilizing and
securing R100 million for
HURP
Value of HURP
funding secured from
external sources
R20 million
183
5.4 MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
People-focused municipal transformation and organisational development is central to
service delivery, hence the emphasis on the implementation of Batho Pele principles in
all municipal structures, systems, procedures, policies and strategies. The continuous
development of the Municipality’s human resources is key in this regard. Furthermore,
the Municipality needs to constantly review and improve the way in which it delivers
services and develops appropriate methods and mechanisms. Important, the
Municipality is entrenching itself as a learning organisation, with the emphasis on
knowledge management.
During the 2010/11 financial year, the Municipality took stock of its current level of
service delivery and performance and identified the challenges facing the institution.
This culminated in the development of a Turnaround Strategy, with the following
objectives:
• The restoration of confidence in the Nelson Mandela Bay Municipality as the
primary service delivery arm of government that is effectively addressing
community concerns.
• The universalisation of service delivery to all communities of Nelson Mandela
Bay.
• Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
• Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
• Understanding and managing institutional risks.
• Ensuring a fraud- and corruption-free Municipality.
• Ensuring good corporate governance and an accountable and performance-
driven institution, which is focused on service delivery.
• Ensuring that all municipal planning, budgeting and decision-making processes
are embedded in public participation and community involvement.
184
• Restoring the human dignity of the residents of Nelson Mandela Bay, especially
in the disadvantaged areas/wards.
• Ensuring sound financial management and sustainability.
• Ensuring a joint intergovernmental approach to implementing this Turnaround
Strategy.
In the 2011/12 financial year and beyond, the implementation of the Strategy will be
prioritised and monitored.
Central to the Turnaround Strategy is the Operational Efficiency Programme, in terms
of which the Municipality will continuously monitor operating expenditure patterns and
introduce cost-cutting measures.
5.4.1 Strategic planning and integration
As reflected in the introductory chapter, the IDP is one of the key strategic tools for
integration in the Municipality. This integration and co-ordination should be clearly
evident during the implementation of the IDP and during service delivery. Key tools to
achieve integration and co-ordination include the 7-year Integrated Human
Settlements Plan, sustainable community planning methodology, the integrated
development matrix, the cluster system, inter-directorate task teams and the
Management Team.
Underpinning all activities of the IDP and other integration and co-ordination tools is a
longer-term City-wide Development Strategy. The formulation of such a Strategy has
commenced and will provide strategic direction for a period of up to 30 years.
5.4.2 Integrated Development Matrix
The Integrated Development Matrix has been developed as a framework for the
implementation of the co-ordinated planning and implementation of the different
activities of the Municipality, to ultimately ensure the creation of integrated and quality
human settlements.
185
The Integrated Development Matrix defines and facilitates co-operation and co-
ordination in planning and implementation processes between, internally, the
municipal directorates themselves and external actors and defines roles that will allow
citizens and businesses in the city to live and operate more sustainably.
The Matrix can be used as a generic tool to identify and understand roles and
responsibilities in terms of generic planning, and development and citizen
responsibility, but can also be used for specific projects.
The roles and responsibilities of the different municipal areas in all stages of planning
and development are identified and clarified, from the initial conception of a planning
proposal to the physical on-site construction, on-going maintenance and living in a city.
The Matrix lists each different municipal functional area as the Provincial Government
and the Private Sector, and their different roles at each level of planning and
development and living.
The Integrated Development Matrix was developed as part of the Sustainable
Community Planning Methodology, which sets out a model for spatial planning at the
intermediate level between the broader, more strategic Spatial Development
Framework and more detailed precinct and layout development plans.
5.4.3 Human Resources Development Plan
Central to service delivery improvement is a human resources complement that is able
to adequately and timeously respond to the ongoing challenges facing the
Municipality. The capacitation of the institutional human resources component is a key
priority. This necessitates a departure from the conventional methods of skills
development to competency and outcomes-based approaches. Emphasis is being put
on the implementation of the National Treasury Regulations on minimum competency,
as well as the development of a competence based skills development plan.
The human resources development component also forms a strategic part of the
Municipality’s Turnaround Strategy, emphasising competency based skills
186
development, effective organisational arrangements, labour relations, timeous
recruitment and selection of competent staff, particularly in critical and scarce skills
areas, and integrated performance management.
In the face of ongoing challenges in attracting, developing and retaining critically
scarce skills, a structured and institution wide outcomes-based mentorship programme
will be implemented, geared at ensuring career development, growth and succession
planning. This initiative will also assist the institution in eliminating over-reliance on a
few capable and technically qualified employees. The spin-offs of successfully
implementing this programme will include sustained service excellence, accelerated
service delivery, highly motivated employees, increased knowledge sharing and
management, and the effective transfer of the critical and scarce skills and experience
needed by the organisation. In addition, the institution will benefit in terms of reduced
overtime, burnout and over-reliance on a few employees who have a history of strong
institutional knowledge.
In order to build a human capital base in the community, as a complement to its
internal skills development initiatives, the Municipality continues to implement a
number of developmental programmes, which include the Graduate Trainee
Programme, learnerships and internships, and awarding study bursaries to deserving
candidates, particularly from disadvantaged communities. In addition, the Municipality
has established partnerships with external institutions that drive initiatives in areas
such as career guidance, support, and incubation to leverage opportunities for the
development of ICT skills and preparing the youth sector for employment to achieve
broad socio-economic goals and to enable meaningful access to employment and
business opportunities.
In its efforts to redress the imbalances of the past and to ensure a workforce that is
fully representative of the demographics of Nelson Mandela Bay, the Municipality has
revised its Employment Equity Plan, which is reviewed and reported on annually,
guided by the Department of Labour’s performance review and the ever-changing
legislative, policy and labour market trajectory within which diversity management and
compliance targets have to be achieved.
187
An environment of labour peace and stability is vital to organisational effectiveness,
discipline and improved service delivery. In this regard, the Municipality has prioritised
the aggressive implementation of a Labour Relations Strategy and the formulation and
implementation of an accord between the employer and labour to achieve to a labour
environment that is responsive and supportive of service delivery in general, both from
an institutional and community perspective.
5.4.4 Corporate GIS
The Corporate GIS has become an essential tool for many officials in the NMBM, who
require the system to perform their daily functions. This is evident from the response
received as soon as the system becomes unavailable, i.e. when there is downtime,
which does not occur very often. The use of the GIS has grown significantly over the
past few years and it is seen by many as a tool for enhancing service delivery.
A critical project that is under way within the Corporate GIS Unit is the Integrated Land
Information System (ILIS). This project addresses all processes that relate to land and
will, once implemented in October 2012, provide a single reporting tool from which all
land transactions will be accessed and queried. The following applications will be
captured, managed and reported on in ILIS:
(a) Township establishment applications
(b) Subdivision and Consolidation applications
(c) Rezoning applications
(d) Departure and special consent applications
(e) Sale, acquisition and lease of land applications
(f) Submission of building plans
(g) Submission of site development plans (SDPs)
(h) Housing delivery
188
An essential component of Project ILIS will be to integrate disparate systems, thereby
providing a single workflow for all these applications. The following systems will be
integrated with ILIS:
(a) Promis.net (Billing System)
(b) Lamacs (Land Assets Management Accounting System)
(c) VA3 (Valuations System)
(d) LAMS (Land Application Management System)
(e) Housing Delivery Management System
(f) FMT (Financial Management Tool)
(g) Building Plans Management System
5.4.4.1 Objectives of Corporate GIS
The objective of Corporate GIS is to provide a stable GIS solution to all employees of
the NMBM, enhancing their working environment by providing easy access to
information. This will also impact positively on customer service, as the long delays in
obtaining information will be reduced.
5.4.4.2 Core Functions of Corporate GIS
The core functions of Corporate GIS are:
(a) To manage the GIS software within the institution.
(b) To implement and maintain the IT infrastructure required to run a sustainable
Enterprise GIS solution Manage spatial data within the institution.
(c) To ensure collaboration between directorates that utilise and require spatial data
i.e. ensure the spatial data is kept updated.
(d) To implement standards and ensure that the institution conforms to the relevant
National Standards and legislation.
(e) To make spatial data accessible to all users and decision-makers within the
institution.
189
5.4.4.3 Mandate of Corporate GIS
To implement a world-class Enterprise GIS Solution and ensure that the solution is
sustainable, accurate and reliable.
5.4.4.4 Applications within the NMBM where GIS is being used to meet its objectives,
functions and mandate
(a) A GIS web application is available internally for all NMBM users, while a limited
external GIS web application is available to the public. This external application
only makes non-sensitive information available to the public.
(b) GIS plays an important role in monitoring service delivery, as updated spatial
data, such as imagery, property information, environmental information, civic
infrastructure information, infrastructure information, etc. is analysed and used to
determine the level of service within specific areas or wards. By performing
simple analytical queries, it is quite evident which areas are better serviced.
(c) GIS is being used as an asset register with spatial features such as roads, water
infrastructure, security facilities and health facilities being linked to the financial
system, providing an actual representation of the facility. Included in these
databases is information about the infrastructure, including financial information,
age and material type.
(d) Project ILIS will, once implemented, have a significant impact on revenue
collection, as all properties will be created within Project ILIS, ensuring that
information is captured in-time and accurately and that services are installed on
the correct properties on inception, i.e. when they are created.
190
FIVE-YEAR PERFORMANCE PLAN
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Develop and implement an
IDP and Budget review
schedule
By July 2011
Development of socio-
economic ward profiles
and ward plans for all 60
wards, including an audit
of social infrastructure
backlogs in disadvantaged
areas
By December 2011
Development of a shared
long-term vision (20 – 50
years) and long-term plan
for Nelson Mandela Bay
By March 2012
Strategic planning
and integration
To develop a people-
centred IDP that
meets legislative
requirements and
promote integration
Annual review of the IDP
Number of expo events
held reflecting services
and programmes of the
Municipality
3
191
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Develop annual service
level agreements between
directorates to formalize
interdirectorate service
delivery and accountability
By September 2011
Number of Cluster
meetings held
12 (4 per 3 clusters)
Implementation of Cluster
System
Establishment of an
Integrated Metro Planning
Forum
By June 2012
Innovation and
knowledge management
Implementation of a
Knowledge Management
Strategy
Establishment of a
functional Knowledge
Management Unit
By June 2012
Ensure the GIS application
is accessible to all
employee
100% up time
Strategic planning
and integration
(continued)
To provide a single
interface for accessing
geographic information
on the Metro, which will
underpin municipal
planning processes
Implementation of the
GIS Strategy
Number of employees
provided with GIS software
license
54
192
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Strategic planning
and integration
(continued)
Annual update of the
Pictometry library to allow
for high resolution aerial
imagery of the NMBM
By June 2012
Annual review of the
Performance Management
System
By June 2012
Review and adoption of an
integrated outcomes-
based Performance
Management Policy
By September 2011
Audit of performance
management system and
information
4 quarterly reports
Performance
management
To build a fully
integrated,
capacitated and service
delivery performance-
driven institution
Implementation of
Performance
Management Programme
Approval of the compliant
SDBIP
Within 28 days after
budget approval by
the Executive Mayor
193
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Conclusion of compliant
performance agreements
for Section 57 employees
and the Municipal Manager
o Submission of draft
performance
agreements to
Executive Mayor
o Conclusion and
signing of
performance
agreements by all
parties concerned
o Submission of
performance
agreements to
Council
By July 2011
14 days after budget
approval
By July 2011
By September 2011
Performance
management
(continued)
Submission of
performance reports
indicating performance
gaps and improvements
Quarterly (Sept; Dec;
March & June)
194
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Conduct mid-term and
annual performance
reviews of the NMBM (up
to Grade 12), MBDA and
service providers
Mid-term (February)
and annual (April)
Performance
management
(continued)
Development and
implementation of a
Turnaround Strategy for
Nelson Mandela Bay
Municipality
Implementation of the
Turnaround Strategy
From June 2012, in
line with set timelines
Monitoring and
evaluation
To monitor and evaluate
the implementation of
the Integrated
Development Plan (IDP)
and Budget, in line with
municipal goals and five
year Local Government
Strategic Agenda
implementation plan
Monitoring and evaluation
strategy/Framework
implementation, in
consultation with the
relevant stakeholders
Development and
implementation of a Logic
Model for planning,
monitoring and evaluation
By June 2012
195
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Development of a
Monitoring Plan, which
must include:
• Data collection plan;
• Data analysis, reporting
and review plan
By December 2011
Existence of the Monitoring
and Evaluation Information
System
By March 2012
Number of monitoring and
evaluation reports
produced
4
Existence of a Monitoring
and Evaluation Forum
representing all
directorates
By December 2011
Monitoring and
evaluation
(continued)
Existence of integrated
annual work plans
By December 2011
196
FIVE-YEAR PERFORMANCE PLAN
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
To build a fully
integrated,
capacitated and service
delivery performance-
driven institution
Implementation of
Performance Management
Programme
Roll-out of performance
management (down to
Salary Grade 12)
By June 2012
Implementation of MFMA
regulations on minimum
competencies
Number of officials trained
in National Treasury
minimum competencies
200
Number of employees
trained
4 000
Human resources
development
To develop, grow and
retain skilled and
effective human capital
Skills development
programme for employees
% alignment between
directorate personal
development plans
(PDPs) and skills audit/
performance/competence
assessment outcomes
50%
197
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
% spent on institutional
training budget
95%
150 (Grades 9 – 12) Number of Grades 9 – 12
and unemployed attended
Career Day
400 unemployed
Number of bursaries to be
awarded in critical and
scarce skill areas
20
Number of learnership
programmes implemented
for employed and
unemployed
8
Community Skills
Development Programme
Number of unemployed
graduates placed in
scarce and critical skills
40
Number of employees
mentored
100 Implementation of
Mentorship Programme
Number of employees
trained as mentors and
assessors
50
Human resources
development
(continued)
Compensation and
benefits
Existence of uniform pay
scales
June 2012 and
onwards
198
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
% reduction in labour
disputes
10% To promote sound
labour relations
Labour Relations
% finalisation of all
outstanding labour
disputes in the NMBM/
labour operational plan
100%
Turnaround time for
recruitment (from receipt
of request to advertise to
appointment)
3 months To have an effective
recruitment and
selection system
Recruitment and selection
% success in recruiting
scarce skills
60%
Human resources
development
(continued)
To ensure a smooth
Human Resources
Information System
Effective and efficient HR
Information System
Functional SAP, Human
Capital Management
(payroll, leave, staff
records, employee self
service (ESS) and
Management Self-service
(MSS), time management
and organisational
management)
By June 2012
199
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
To maintain proper filling
of personal files
Reconstruction of
employee’s personal files
% of employees with fully
compliant personal files
100% Human Resources
Development
(continued) Completion of
organisational review
process
By June 2012
Number of people from
employment equity target
groups employed in the
three highest levels of
management, in
compliance with the
Municipality’s approved
Employment Equity Plan:
. Employment Equity Employment Equity Plan
• Top management
(Municipal
Manager, Executive
Directors and
Directors)
74
o AF - 8
o AM - 32
o CM - 7
o CF - 2
o WM - 17
o WF - 5
o IM - 3
o IF - 0
200
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
• Senior management
(Assistant Directors
down to Salary
Grade 12)
579
o AF - 136
o AM -183
o CM - 35
o CF - 140
o WM - 40
o WF - 30
o IM - 11
o IF - 4
Employment equity
(continued)
• Professionally
qualified and
experienced
specialists and mid-
management
(category per
designation)
291
o AF - 51
o AM - 59
o CM - 39
o CF - 14
o WM - 85
o WF - 22
o IM - 18
o IF - 3
201
INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Policy alignment
To ensure a uniform and
consistent approach to
policy development and
implementation
Implementation of Policy
Management Framework
Number of policies
rationalised in line with
Policy Development
Framework and relevant
legislation
15
202
5.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Good corporate governance underpins all the programmes and projects
presented in this IDP. Good governance dictates that the Municipality should
conduct its business in an open, transparent and accountable manner. For this to
be realised, community participation is essential. The establishment of a caring
environment requires emphasis not only on community participation, but also on
customer care and responsiveness. With regard to customer care, the
Municipality has embarked on a programme to engage customers with regard to
their level of satisfaction with municipal services and the development of a new
Customer Care Framework. In the current IDP review period, foundational work
has been done in terms of the completion of a comprehensive survey of all types
of customers. Soon thereafter, the focus will shift to embedding a robust system
of customer relations management, anchored in clear service standards,
customer responsiveness, and the monitoring and evaluation of ongoing
customer perceptions and feedback. The revival of the Batho Pele Campaign will
complement this effort and galvanise the institution in embracing a culture of
putting people first.
5.5.1 Hand-over report to newly elected Council
The Municipal Manager, working together with the Chief Financial Officer and
senior managers, should prepare a hand-over report that can be tabled in
Council. The aim of this report is to provide the new Council with important
orientation information regarding the Municipality, the state of its finances, its
service delivery and capital programme, as well as key issues that need to be
addressed.
203
It is proposed that the hand-over report should include:
• An overview of the demographic and socio-economic characteristics of
Nelson Mandela Bay.
• An overview of the organisational structure of the Municipality, stating the
names and contact numbers of senior managers.
• An overview of the key municipal policies that Councillors need to be aware
of, and where they can obtain the full texts of such policies.
• An overview of issues that still need to be address in relation to the
Municipal Turnaround Strategy.
5.5.2 Information and Communications Technology (ICT) Strategy
ICT plays an important role in supporting service delivery. In this regard, it is vital
that the Municipality bridge the so-called digital divide, so that residents will have
access to digital technology, affordable high speed internet and voice services.
This will enhance the competitiveness of the Municipality. The ICT focus will
remain on strengthening the ICT governance framework, including paying
attention to protecting the institution’s ICT network in the face of growing and
sophisticated security threats, extending the reach of ICT services offered by the
Municipality to communities to better enhance access to municipal services and,
in the process, building on continuing efforts to bridge the digital divide and laying
the foundation for a knowledge economy in the city. Other areas of focus are the
development of ICT Disaster Recovery Plans and Business Continuity Plans to
ensure the uninterrupted supply of services during disasters and operational
down-times. Equally, it should be the organisation’s collective responsibility to
ensure that all corporate ICT projects, i.e. Project Kusile, Project ILIS and Project
Billing, are successfully completed and that the necessary governance, decision
making and supporting environments are provided, without losing sight of the
204
importance of continuing to establish value for money accruing from these
projects.
Key supporting objectives are the following:
o Maintaining and developing ICT infrastructure in support of service
delivery.
o Provision of skilled, competent labour force and the promotion of sound
labour relations.
o Ensuring that the institution complies with legislation and its Employment
Equity Plan.
o Promotion of good corporate governance.
o Promotion of a performance-driven culture.
5.5.3 Legislative compliance and corporative governance
Local government operates in a legislative environment, which highlights the
importance of compliance. In this regard, the Municipality’s Legal and Internal
Audit Services Sub-directorate plays a central role. In addition to this Sub-
directorate, the Municipality has a functional Audit Committee.
The challenges that confront the Municipality require a co-operative approach
with other spheres of government, parastatals, institutions of higher learning and
other relevant stakeholders. Furthermore, inter-municipal and international
linkages provide the Municipality with an opportunity to share knowledge,
experiences and best practices.
5.5.4 Public participation and special sector development
Community participation in planning and decision making is a key priority of the
Nelson Mandela Bay Municipality. This involves the following:
205
• Creating an enabling environment for public participation in the planning
and decision-making processes of the Municipality.
• Promoting Ward Committee involvement in municipal governance.
• Alignment, integration, mainstreaming and empowerment of special
sectors (youth, women, children, persons with disabilities and older
persons).
The Municipality has developed an institutional framework to coordinate the
afore-mentioned priorities through Constituency Services as well as desks
(Gender, Youth and Disability). In addition, it is the responsibility of all
directorates to ensure that public participation and special sector development
are central to planning, budgeting and implementation of projects and
programmes. The empowerment of youth, women and people with disabilities is
imperative. This is achieved through a range of initiatives, which include the
following:
o Supply Chain Management processes
o Entrepreneurial support and skills development (youth, women and
people with disabilities)
o Learnership and Internship Programmes
o Early childhood development
o HIV and AIDS programmes
o Programmes assisting vulnerable groups, e.g. orphans
5.5.5 Youth development
Youth development is one of the key strategic priority areas of the Municipality.
Issues of poverty and unemployment affect the youth of our country, and Nelson
Mandela Bay in particular.
206
Key interventions in this regard include the following:
(a) Establishment of a Youth Unit in the first quarter of the 2011/12 financial year.
(b) Providing support in hosting a Youth Summit by December 2011.
(c) Review of youth policies to ensure that they promote youth development.
(d) Increasing the number of youth participating in job creation and skills
development.
(e) Youth empowerment through Supply Chain Management processes.
Back-to-School AIDS Orphans
In 2004, the Municipality’s Back-to-School AIDS Orphans Project won it an
international toolkit award from the United Nations Habitat at the World Urban
Forum. In terms of the project, the Municipality annually hands out school
uniforms and study materials to local school children who have lost their parents
as a result of HIV and AIDS. The project is run in partnership with many
stakeholders, among which Continental Tyres is prominent. In 2011, 120
orphans benefitted from the project.
Mayoral Education Task Team
In response to the fact that many local students study under unacceptable
conditions and in run-down school buildings, a Mayoral Education Task team was
established in 2010 to support local schools and education. Focus areas of the
Task Team will be school renovations and repairs, the promotion of recreational
activities and sports, as well as skills transfer and career development.
Repairs and renovations to the value of R2 million are already being undertaken
at ten local schools, in partnership with local stakeholders. The Task Team
members are broadly representative and include SADTU, the Department of
Education, the NMMU, NAPTOSA, political parties, SASCO, churches,
educational trusts, local business chambers (PERCCI and Nafcoc) and
Cadbury’s.
207
5.5.6 Nelson Mandela Bay enterprise risk management
The Municipality is committed to good corporate governance practices in terms of
the National Treasury’s Public Sector Risk Management Framework and the King
III Report on Corporate Governance. To this end, the Risk Management Unit has
been established to assume the role of institutional advocacy for enterprise risk
management (ERM) by providing specialist expertise and assistance in
integrating risk management throughout the Municipality; including embedding of
risk management practices and fostering a risk aware culture. Furthermore, the
Risk Management Committee has been established and will be operational by
September 2011.
An institutional risk assessment was conducted and risk management plans were
developed that are reviewed on a quarterly basis to determine the effectiveness
of risk mitigation measures. In addition, risk management decisions are
incorporated in all activities and major projects. All the risk management
practices within the Municipality are guided by the risk management policy and
Strategy, which have been approved by Council.
The focus areas under Good Governance and Public Participation that will
receive special attention in the current review, informed by the challenges facing
the Municipality and the requirements of the Local Government Turnaround
Strategy, are as follows:
(a) Enhancing public participation and Ward Committee support, with the
emphasis on vulnerable groups.
(b) Fostering customer care (embedding a culture of customer care and
responsiveness, in the spirit of the revived Batho Pele Campaign).
(c) Promoting good governance and enhancing internal control systems.
208
(d) Enhancing Council oversight and Councillor support.
(e) Provision of legal services and ensuring legislative compliance.
(f) Promoting co-operative governance and improving internal co-ordination
of external visits and engagements.
(g) Promoting youth development.
(h) Mainstreaming of youth, women, children, aged and people with
disabilities.
(i) Managing municipal assets and facilities.
(j) Maintaining and developing ICT infrastructure in support of service
delivery.
(k) Managing and mitigating institutional risks and providing risk assurance.
(l) Elimination of recurring audit findings by Internal Audit and Risk
Assurance Sub-directorate, by Auditor General’s Office.
5.5.7 Council and Committee Services
Council is the highest decision-making structure of the Municipality, in terms of
Section 160(1)(a) of the Constitution. The Council is supported by a Committee
system. The Speaker is the Chairperson of Council, and presides over Council
meetings and exercises oversight over Council Committees. Upholding the
Rules of Order and adherence to the code of conduct by Councillors are central
to the operations of Council.
Council meetings are open to the public and the Municipality also introduced
other initiatives to ensure the involvement of citizens and stakeholders in
decision-making. To this end, the Municipality has created appropriate platforms
such as the Moral Regeneration Movement, the Religious Unit, People’s
Assembly, Annual Opening of Council, and public and outside bodies.
To promote good governance and public participation, the capacitation of
Councillors is essential. The Municipality introduced a number of capacitation
209
programmes, such as the Executive Leadership Programme, the Municipal
Development Programme and local government development programmes.
The key focus areas are the following:
• Provision of Councillor support services and training.
• Development and management of public participation programmes.
• Council oversight functions.
• Promotion of political accountability.
• Enforcing the Rules of Order.
• Management of procedural matters relating to Council and Standing
Committees (motions and questions).
• Management of the Calendar of Meetings.
210
FIVE-YEAR PERFORMANCE PLAN
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Contract management
Development and
implementation of an
electronic contract
management system/
model
By December 2011
Establishment of the 5th
volume of the Municipal
Code
By June 2012
Translation of Volumes 3
and 4 of the Municipal
Code (IsiXhosa and
Afrikaans)
By June 2012
Legal compliance and
support
Approval of the
Enforcement By-law
By September 2011
Adoption by Council of a
system of delegation of
powers for political and
administrative functionaries
By December 2011
Legal Services To ensure legal
compliance and the
protection of Council’s
legal rights and
interests
Delegation of powers
Development and
implementation of a
directorate-based legal
compliance manual
By June 2012
211
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Number of new projects
emanating from
international relations
partnerships focusing on
poverty, skills and
economic development
implemented in Nelson
Mandela Bay
2
Number of service delivery
and capacity development
partnerships established
with key academic
institutions and
development agencies
By December 2011
(NMMU and Coega
Development
Corporation)
External relations
To promote good co-
operative governance
Implementation of an
Intergovernmental and
Intermunicipal Relations
Programme
Development and
implementation of a
programme between
Cacadu and the NMBM to
maximise benefits from
matters of mutual interest
By December 2011
212
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting Objectives Five-year Programmes/
Projects
Key Performance
Indicators
2011/12 Target
Addressing inter-
governmental challenges
as reflected in the
Intergovernmental relations
status quo report and Exco
Outreach Report
By June 2012
Existence of a functional
Intergovernmental Forum in
the Metro
By September 2011
Number of IR/IGR Sub-
Committee meetings held
4 (quarterly
meetings)
External relations
(continued)
Implementation of
International Relations
programme in line with
the instructions of the
Department of
International Relations
and Co-operation
(DIRCO) with regard to
the improved co-
ordination of South
Africa’s international
engagements
Protocol training provided
to all Councillors
By June 2012
213
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
Annual review of the 3-year
Risk-based Audit Plan
By June 2012
% implementation of the
Annual Audit Plan
100%
Co-ordination of Audit
Committee meetings
4 (quarterly Audit
Committee meetings)
Development and
implementation of an action
plan to address matters
arising from the Auditor-
General’s Report
By February 2012
Receipt of unqualified Audit
Report from Auditor-
General
By December 2011
Internal controls and
risk assurance
% reduction on recurring
items by the Auditor
General’s Office
100%
Number of awareness
sessions held
1 annual session per
directorate
Internal controls To ensure an ethical,
efficient and
accountable
administration
Implementation of the
Control of Sponsoring
Organisation (COSO)
internal control
framework
Number of COSO control
and risk assessments
1 annual Control Risk
Assessment (CRA)
session per directorate
214
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
Operationalisation of
Risk Management
Committee
Number of Risk
Management Committee
meetings held
4 (quarterly meetings)
1 annual strategic risk
assessment
Number of risk
assessments completed
1 annual operational
risk assessment per
directorate
Risk Assessment
Programme
Review of institutional risk
management plans
Annually by June 2012
Review of anti-fraud and
anti-corruption strategies
By June 2012
Risk Management
To enhance service
delivery by facilitating
the identification of
various risks as well
as the implementation
of effective internal
control systems
Fraud and corruption
Number of awareness
campaigns held
1 annual anti-fraud
and anti-corruption
seminar by September
2011
215
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five year
Programmes/ projects
Key Performance
Indicators
2011/12 Target
12 monthly internal
awareness
publications
Risk Management
(continued)
12 monthly public
awareness sessions
King III Compliance
Programme
Number of compliance
reviews held to assess
compliance by the
institution with King III
1 annual review Good Corporate
Governance
Combined assurance
programme
Implementation of
combined assurance
programme
By December 2011
216
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Key service delivery
issues to be proactively
delivered and profiled in
media and to the
community
Quarterly
Communicating key
Mayoral and Council
decisions made to the
community via media
releases
Monthly
% increase in the number
of visitors to the municipal
website (both nationally
and internationally)
10% per annum
Communication To ensure an
informed and
responsive citizenry
that takes part in all
key municipal
planning
and decision-making
processes
Implementation of
Communication Programme
Production and publication
of an informative
community magazine and
staff newsletter
Bi-monthly (6
editions per annum)
217
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Communication Roll-out of NMBM
Language Policy
Production of summarised
version of the strategic
documents of the
Municipality (IDP/Budget
and Annual Report) in
English, Afrikaans, and
IsiXhosa
By June 2012
Standardised Complaints
Handling Protocol for all
directorates implemented
9 directorates and
the Offices of the
Executive Mayor and
Municipal Manager
Acknowledge in
72 hrs
Enquiries 72 hrs
Enquiries and complaints
received and resolved
within target times
Complaints resolved
in 120 hrs
Customer Care
To promote people-
centred and people-
driven service
delivery
characterised by
equity, quality,
timeousness and a
strong code of ethics
Implementation of an
Integrated Customer Care
Services underpinned by
Batho Pele Principles
Existence of a single
integrated Customer Care
Centre
1 (Joint Operation
Centre)
218
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Customer care
(continued)
To promote people-
centred and people-
driven service
delivery
characterised by
equity, quality,
timeousness and a
strong code of ethics
Implementation of
Integrated Customer Care
Services underpinned by
Batho Pele Principles
Functional Motherwell
Thusong Service Centre
By June 2012
Completion of annual
asset verification of all
movable assets
By June 2012
Number of Councillor
offices upgraded
3 (Wards 23, 10 and
59)
Number of Councillor
offices constructed
1 (Ward 31)
Assets and facilities
Management
To ensure that the
assets of the
institution are
managed,
maintained,
controlled and
safeguarded
Asset management and
facilities management
Programmes
Number of community
halls constructed
3 (Wards 16, 18 and
31)
219
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supporting
Objectives
Five-year Programmes/
Projects
Key Performance
Indicator
2011/12 Target
Number of ICT Steering
Committee meetings held
4
Number of ICT Business
Continuity and Disaster
Recovery Tests
Undertaken
1 annually
Number of Independent
ICT Security Tests
Undertaken
4
Business Continuity and
Disaster Recovery Plans
Completed
By June 2012
Completed ICT security
Blueprint
By June 2012
% recurring ICT related
audit (by internal and
external auditors) findings
0%
Information and
Communication Technology
To organise ICT
as a means of
improving
organisational
efficiency,
effectiveness and
service delivery
Integrated ICT delivery
% network availability
99%
220
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Establishment of Ward
Committee system
By December 2011
Number of Ward
Committee meetings held
(per Ward per annum)
6
% Ward Committees that
are fully functional
90%
Public Participation To promote public
participation and
community involvement
in planning and decision
making in the
Municipality
Implementation of
Integrated Public
Participation Strategy
Number of outreach
programmes held
2
120 (women) Number of women and
people with disabilities
provided with
entrepreneurship and
skills development support
30 (people with
disabilities)
Special Sector Development To promote the
development, integration
and mainstreaming of
special sectors (women,
children, aged and
people with disabilities)
Implementation of
mainstreaming
programmes benefiting
special sectors
Number of children
benefiting from “Take a
Girl-child to Work”
Programme
150
221
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Number of HIV and AIDS
orphans benefiting
through the provision of
uniforms and stationery as
part of the Back to School
AIDS Campaign
110
Hosting of Right to Learn
campaign
By January 2012
Special Sector development
(continued)
Number of national Pride
celebrations hosted
10 (International
Women’s Day, Human
Rights Day, Freedom
Day, May Day,
International Children’s
Day, Youth Day,
Women’s Day,
Heritage Day, Aged
Day, International
Disability Day)
222
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Key Performance Elements Supportive Objectives Five-year Programmes /
Projects
Key Performance
Indicator
2011/12 Target
Existence of a budgeted
and functional Youth Unit
By September 2011
Providing support in
hosting a Youth Summit
By September 2011
Review of youth policies
and the Youth
Development Strategy
By December 2011
Number of youth provided
with entrepreneurship and
skills development support
120
Youth Development To mainstream and
integrate youth
development in the
organs of state, private
sector and civil society
for sustainable youth
development in Nelson
Mandela Bay
Implementation of Youth
Policy and Strategy
Number of rural youth
brigades focusing on
literacy, environmental
protection, HIV and AIDS
and education
10 (Wards 40 and 60)
223
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KEY PERFORMANCE
ELEMENTS
SUPPORTING
OBJECTIVES
5-YEAR PROGRAMMES/
PROJECTS
KEY
PERFORMANCE
INDICATORS
2011/2012 TARGET
To inform and provide the
new Council of the State of
the institution
Induction and Orientation
Programme for elected
Councillors
Submission of a
handover report
By July 2011
Number of Council
meetings held
16 Implementation of Rules of
Order
Turnaround time for
the submission of
Oversight Report to
Council (number of
months from tabling
to adoption)
2 months
Establishment of a
one-stop Service
Centre for Councillor
Support
By December 2011
30 Training
Council oversight and
support services
Implementation of Councillor
Support Policy
Number of
Councillors provided
with training
120 induction
2 (Moral
Regeneration
Movement)
2 (Religious event)
1 (Opening of
Council)
Stakeholder Participation
Deepen democracy through
the provisioning of Council
Oversight as well as
implementation of
Councillor Support and
stakeholder participation
Moral regeneration
stakeholder participation
Number of events
held
1 (People’s
Assembly)
224
CHAPTER SIX
FINANCIAL SUSTAINABILITY AND VIABILITY
Although the Nelson Mandela Bay Municipality maintained a favorable credit rating of
Aa3.za, as issued by Moody’s Investor Services for the 2008/09 financial year, the
NMBM is currently experiencing a cash-flow challenge, as a result of which insufficient
cash is available to support its current service delivery obligations.
The root causes of the cash flow situation are as follows:
• The lack of credible and fully cash-backed budgets for both the 2009/10 and
2010/11 financial years.
• Inadequate cash-flow management, forecasting and monitoring. The cash
challenge required that cash management procedures, developed around a
healthy cash environment, be adapted to fit the current challenging cash
situation.
• Inadequate financial management relating to both operating and capital
expenditure.
• Inadequate management of the Housing Revolving Fund. which is used to
bridge fund housing related expenditure.
• Limited effectiveness of current credit control and debt collection measures,
including the inability of government departments to settle their municipal
accounts within one calendar month.
• Limitations in revenue growth/generation, such as the current global economic
conditions, which are contributing to higher levels of unemployment and
poverty. This reality is threatening the rates base of the Municipality and
diminishing potential revenue streams.
• Other contributing factors, such as the financial burden placed on the NMBM to
fund the shortfall on the construction costs of the Nelson Mandela Bay Stadium
from its own reserves.
225
In order to address the root causes listed above, the NMBM developed a
comprehensive Financial Recovery Plan, which will place the institution in a sound and
sustainable financial position and ensure its ability to meet its obligations.
The following key strategies constitute a summary of the key strategies that have been
identified for achieving the objectives of the Financial Recovery Plan:
Short-term Strategies
• Development of a credible and cash-backed budget
• Effective cash-flow management, forecasting and monitoring
• Effective management of operating and capital expenditure
• Improved management of the Housing Revolving Fund
• Effective implementation of credit control and debt collection measures
Medium-term Strategies
Implementation of a Revenue Enhancement Strategy, which includes the following:
• Enhancement of the current revenue base. The NMBM should take into account
the socio-economic factors of its surroundings and promote initiatives aimed at
sustainable revenue growth.
• Current revenue streams must be properly managed. Strategies must be
introduced to reduce electricity and water losses to the absolute minimum.
• Existing fees, tariffs and charges must be reviewed annually in order to ensure
that the revenue attributable to fees and charges are maximised and that the
bases for determining fees and charges is cost reflective and/or market related.
• Identification and attraction of additional revenue streams through the Donor
Management/Funding Strategy, in support of the NMBM’s service delivery
mandate.
226
Although the 2009/10 credit rating process is still in progress, the strategies
implemented by the NMBM as formalised through the Financial Recovery Plan,
together with the earlier approval of the 2010/11 adjustments budget during October
2010, have ensured that the NMBM maintained its financial reputation among leading
financial institutions. This is confirmed by the fact that in the midst of the cash flow
situation the NMBM was able to secure a long-term loan of R470 million at a fixed
interest rate of 9.69%, which is below the current rate of prime plus one percent.
Financial management supports the IDP of the Municipality by striving to provide a
stable and sustainable financial environment from which Council can deliver services
to all residents. This is done mainly through the following specific strategic priorities
for the Budget and Treasury Directorate within an overall five-year development plan:
(a) Ensuring a legally compliant IDP-based budget that enhances financial
sustainability.
(b) Ensuring sustainable and improved revenue generation and collection.
(c) Expanding the revenue base by identifying additional sources of revenue and
ensuring sustainable growth in the revenue base.
(d) Providing efficient and effective Cash Management and Asset Risk
Management systems.
(e) Providing efficient and effective expenditure management and control
processes.
(f) Ensuring a sound and legally compliant system of financial management,
advice, control, accounting and reporting.
(g) Providing effective and efficient Supply Chain Management processes
(h) Providing effective and efficient customer service centres.
Each of these priorities is allocated to the appropriate Sub-Directorate within the
Budget and Treasury Directorate responsible for the implementation thereof and is
addressed within the performance plan together with the key performance areas.
227
6.1 Financial risks and key challenges
In order to maintain and improve the financial position of the NMBM, certain risks need
to be managed, while financial management practices need to be continuously
improved. The key financial risks confronting the Municipality can be summarised as
follows:
(a) Non-achievement of the budgeted revenue collection rate
(b) Inability of consumers to financially afford the tariff increases for the 2011/12 to
2013/14 financial years
(c) Revenue associated with Provincial Government grants and subsidies is not
realistic
(d) Failure to maintain a cost coverage ratio of one month
(e) 2011/12 to 2013/14 capital budgets are funded from government grants and
subsidies only
(f) Inefficient spending of the Budget
(g) Consideration and approval of ad hoc spending requests without the associated
funding
(h) Failure to maintain the Housing Revolving Fund Threshold below the R100
million limit
(i) Reimbursement to National Treasury of unspent conditional grants
(j) Insufficient cash available to pay service providers
(k) Self-insurance Fund is not cash-backed
(l) Service delivery agreements are not being concluded timeously for Health,
Housing and Transport functions
(m) Grants and subsidies are not forthcoming as per the DORA schedules
Inaccurate cash flow forecasting supplied by directorates(o) Theft and fraud
(p) Inadequate management of inventory
(q) Inadequate management of procurement processes
(r) Moratorium on land sales
(s) Ineffective monitoring of cash receipted
(t) Delayed implementation of the Debt Relief Programme
(u) Slow implementation of the water management devices
228
(v) Inaccurate billing
(w) Abuse of the ATTP subsidy
x) Threat of rates boycott
The above risks are contained within the Risk Register of the Budget and Treasury
Directorate and are updated on a regular basis to monitor the effectiveness of the
actions undertaken to mitigate the risks.
6.2 Ongoing sustainability of NMBM
In order to assess the liquidity of the NMBM on an on-going basis, it is essential that
various financial ratios, trend analysis and other measurement mechanisms be utilised
to assess the cash position to support the implementation of the Budget. The following
ratios have been included in the IDP in order to assess the adequacy of the available
cash and cash equivalents to meet the NMBM’s commitments flowing from the
approved Budget:
• Debt to income ratio
• Debtors’ collection rate
• Creditors’ payment days
• Cost coverage ratio
The supporting objectives of each Sub-Directorate are summarised as follows:
Budget and Financial Accounting
• Ensuring a legally compliant IDP-based budget, that enhances financial
sustainability.
• Preparation of annual financial statements in terms of legislation.
• Co-ordination, control, implementation and maintenance of efficient and
adequate financial accounting systems.
• Effective Budget control.
229
Office of the Treasury and Financial Support
• Effective and efficient cash and investment management
• Effective risk management and insurance provision for Council’s assets
• Skills development
• Performance management
• Management of the Housing Revolving Fund
• Daily management of electronic fund transfers
Expenditure Management and Financial Systems
• Management and control of creditor administration, payment systems,
processes and procedures
• Management of manpower remuneration processes
• Research, development, implementation and maintenance of efficient IT
systems
Supply Chain Management
• Co-ordination and control of tender and procurement processes
• Co-ordination, control and maintenance of municipal stores operations,
processes and procedures
Revenue Management and Customer Care
• Management, implementation, maintenance and control of meter reading and
billing processes
• Establishment, management and control of customer care centres
• Management, control and maintenance of the Assistance to the Poor Scheme
• Management, co-ordination and control of all revenue collection, including
arrear debt management and credit control
In pursuing the above supporting objectives, the following five-year performance plan
was introduced to achieve a stable and sustainable financial environment:
230
FIVE-YEAR PERFORMANCE PLAN
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
% revenue collection rate 93.75% by June 2012
Number of new successful
donor funding received
2 by June 2012
Revenue
Management and
Customer Care
To ensure
sustainable and
improved revenue
generation,
collection and
customer care
Implementation of Revenue
Enhancement Programme
% error rate of the billing
System
2%
231
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
Turnaround time for bank
reconciliations (number of days
from month end to completion
of reconciliation)
Ordinary accounts
20 days
Financial Viability
Main account 35 days
Sustaining the Municipality’s
current credit rating
Credit rating of Aa3.za with
stable outlook to be sustained
By June 2012
Cash and asset
risk management
To provide
efficient and
effective cash
management and
asset risk
management
systems
Legislative compliance and
implementation of budget
process plan
% compliance with the MFMA
14 urgent priorities reporting
framework
100% by June 2012
232
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
To ensure a
legally compliant
budget that
enhances
financial
sustainability
Legislative compliance and
implementation of Budget
process plan
Approval of legislative
compliant Budget that is cash
backed
By June 2012
A debt servicing costs to
annual operating income ratio
(debt coverage ratio)
15% by June 2012
% outstanding service debtors
to revenue
15% by June 2012
Budgets and
Financial
Accounting
To ensure a
sound and legally
compliant system
of financial
management,
advice, control
accounting and
reporting
Financial viability
Cost coverage ratio One month
233
FINANCIAL SUSTAINABILITY AND VIABILITY
Key Performance
Elements
Supporting
Objectives
Five-year Programmes/ Projects Key Performance Indicators 2011/12 Target
Submission of financial
statements to Auditor-General
By 31 August 2011
Personnel costs as a % of total
operating income
34% by June 2012
% of the Municipality’s Capital
Budget spent on capital
projects as per the IDP
95% by June 2012
% of the Municipality’s
approved Operating Budget
spent
95% by June 2012
% of the Municipality’s
approved Budget spent on
implementing its Workplace
Skills Plan
0.01% by June 2012
Budgeting and
financial
accounting
(continued)
% of the Municipality’s
approved Budget spent on
repairs and maintenance
7% by June 2012
234
6.3 Financial Plan
This plan is prepared in terms of Section 26 (h) of the Local Government :
Municipal Systems Act, as amended, which stipulates that a financial plan
must be prepared as part of the Integrated Development Plan.
The five-year financial plan includes an Operating Budget and Capital Budget
informed by the IDP priorities. It takes into account the key performance
areas of the IDP. All programmes contained in the budget are reflected in the
IDP. The review of the Municipality’s IDP has a ripple effect on the budget.
In addition to being informed by the IDP, the municipal fiscal environment is
influenced by a variety of macro-economic control measures. National
Treasury determines the ceiling of year-on-year increases in the total
Operating Budget, whilst the National Electricity Regulator (NER) regulates
electricity tariff increases. Various government departments also affect
municipal service delivery through the level of grants and subsidies.
6.3.1 Budget assumptions
The multi-year budget is underpinned by the following assumptions:
6.3.1.1 Financial targets
2011/12 2012/13 2013/14 2014/15 2015/16
Income % % % % %
Water tariff increase 15.0 15.0 15.0 15.0 15.0
Sanitation tariff increase 14.0 14.0 14.0 14.0 14.0
Refuse tariff increase 14.0 14.0 14.0 14.0 14.0
Property rates increase 14.0 14.0 14.0 14.0 14.0
Electricity tariff increase 24.75 20.94 20.94 20.94 20.94
Growth in revenue base (on average except
Electricity)
Revenue collection rates 93.75 93.75 93.75 93.75 93.75
Expenditure
Total expenditure increase allowed (excluding
repairs and maintenance)
8.0 12.7 12.9 12.9 12.9
235
2011/12 2012/13 2013/14 2014/15 2015/16
Expenditure (continued)
Salary increase 10.0 7.5 8.8 8.8 8.8
Increase in repairs and maintenance 11.0 7.6 7.7 7.7 7.7
Increase in bulk purchase of power costs 26.6 24.9 24.9 24.9 24.9
6.3.1.2 Operating Budget
Budgeted Financial Performance (revenue and expenditure)
Description
2011/12 Medium Term Revenue &
Expenditure Framework LTFS
R thousand
Budget
Year
2011/12
Budget
Year
+1 2012/13
Forecast
+2 2013/14
Forecast
2014/15
Forecast
2015/16
Revenue By Source
Property rates 980,869 1,088,768 1,208,537 1,337,731 1,570,613
Service charges - electricity revenue 2,753,364 3,329,835 4,027,151 4,870,436 5,890,306
Service charges - water revenue 479,797 551,727 634,440 729,606 839,047
Service charges - sanitation revenue 301,789 344,039 392,204 447,113 509,708
Service charges - refuse 137,588 146,024 154,987 176,685 201,421
Rental of facilities and equipment 18,791 19,934 21,149 22,418 23,763
Interest earned - external investments 21,257 22,264 23,600 25,488 27,527
Interest earned - outstanding debtors 78,993 83,733 88,757 94,082 99,727
Fines 24,998 26,498 28,088 29,773 31,560
Licences and permits 7,399 7,843 8,314 8,813 9,342
Agency services 1,402 1,486 1,575 1,670 1,770
Transfers recognised 1,365,272 1,424,589 1,519,764 1,610,950 1,707,607
Other revenue 207,738 215,782 233,928 252,642 270,327
Gains on disposal of PPE
Total Revenue 6,379,256 7,262,522 8,342,494 9,607,407 11,182,718
Expenditure By Type
Employee related costs 1,873,159 2,013,418 2,191,379 2,384,220 2,594,032
Remuneration of councillors 51,084 55,426 60,414 65,730 71,515
Debt impairment 193,796 227,085 266,177 321,367 382,972
Depreciation & asset impairment 689,192 775,871 763,004 783,004 850,000
Finance charges 219,917 201,307 189,942 175,310 162,978
Bulk purchases 1,931,746 2,405,494 2,995,017 3,740,776 4,672,230
Other materials 473,632 509,575 548,847 591,073 636,585
Contracted services 272,475 290,509 313,696 354,163 399,850
Grants and subsidies 424,861 470,943 520,814 575,968 636,963
Other expenditure 419,124 393,632 421,063 450,420 481,949
Loss on disposal of PPE – – – – –
Total Expenditure 6,548,986 7,343,260 8,270,354 9,442,031 10,889,074
Surplus/(Deficit) (169,730) (80,738) 72,140 165,376 293,644
236
6.3.2 Statutory requirements specific to Capital Budget
The vehicle through which the needs of the Municipality are identified
and its priorities are set is the Integrated Development Plan. The Capital
Budget must be allocated to cover the higher priority projects in the IDP.
The Municipal Finance Management Act (Act 56, 2003), states that:
“19.1 A Municipality may spend money on a capital project only if-: -
(a) the money for the project, excluding the cost of feasibility
studies conducted by or on behalf of the Municipality, has
been appropriated in the capital budget;
(b) the project, including the total cost, has been approved by the
council;
(d) the sources of funding have been considered, are available
and have not been committed for other purposes.
19.2 Before approving a capital project in terms of Section 19 (1) (b), the
council of a municipality must consider-
(a) the project cost covering all financial years until the project is
operational; and
(b) the future operational costs and revenue on the project,
including municipal tax and tariff implications.”
237
Furthermore, the Financial Standing Orders state that
“1.5 Every
Manager shall, in respect of the activities of the Business Unit, in
consultation with the Business Unit Manager : Budget and
Treasury, prepare: -
(b) a draft Capital Budget in respect of the ensuing financial
year and a draft Capital Programme for the following two
financial years, based on the following principles:
(c) Year Two of the current Capital Programme shall become
the new Capital Budget and Year Three of the current
Capital Programme shall become Year Two in the new
Capital Programme and
(i) New projects shall enter the Programme in Year Three.”
238
6.3.3 2011/12 to 2015/16 Capital Budget by Directorate
Budgeted Capital Expenditure by vote, standard classification and funding
Vote Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget
Year
2011/12
Budget
Year +1
2012/13
Budget
Year +2
2013/14
Budget
Year +3
2014/15
Budget
Year +4
2015/16
Capital expenditure - Municipal Vote
Multi-Year expenditure to be appropriated
Budget and Treasury 58,465 65,761 12,500 15,000 15,000
Public Health 15,594 12,100 16,543 50,000 80,000
Housing and Land 80,000 123,100 119,100 155,000 183,000
Economic Development, Tourism & Agriculture 20,000 20,000 0 15,000 17,000
Recreational & Cultural Services 9,000 7,000 8,500 20,000 25,000
Corporate Administration 30,500 5,500 13,100 35,000 35,000
Rate and General Services - Engineers 504,800 642,090 964,000 840,000 895,000
Water 468,000 143,688 179,550 154,500 145,450
Sanitation 116,373 190,020 207,940 160,000 185,000
Electricity and Energy 71,000 68,000 73,000 110,700 139,770
Executive and Council 12,000 10,000 10,000 15,000 15,000
Safety and Security 1,000 1,000 3,000 20,000 30,000
Motherwell Urban Renewal Programme 19,075 10,000 0 0 0
Strategic Programmes Directorate 29,200 3,910 0 10,000 10,000
Capital Multi-year expenditure sub-total
Capital Expenditure - Standard
Executive & Council 12,000 10,000 10,000 15,000 15,000
Budget & Treasury Office 58,465 65,761 12,500 15,000 15,000
Corporate Services 30,500 5,500 13,100 35,000 35,000
Planning & Development 68,275 33,910 0 25,000 27,000
Health 4,094 500 1,500 15,000 20,000
Community & Social Services 8,000 4,000 2,500 8,000 10,000
Housing 80,000 123,100 119,100 155,000 183,000
Public Safety 1,000 1,000 3,000 20,000 30,000
Sport and recreation 1,000 3,000 6,000 12,000 15,000
Waste Water Management 116,373 190,020 207,940 160,000 185,000
Waste management 2,500 3,500 7,943 15,000 30,000
Road Transport 504,800 642,090 964,000 840,000 895,000
Environmental protection 9,000 8,100 7,100 20,000 30,000
Water 468,000 143,688 179,550 154,500 145,450
Electricity 71,000 68,000 73,000 110,700 139,770
Total Capital Expenditure - Standard 1,435,007 1,302,169 1,607,233 1,600,200 1,775,220
239
Funded by:
National Government 1,184,467 915,600 1,236,000 1,259,500 1,330,450
Provincial Government
Other Grants & Subsidies 37,000 127,500 116,000
Total Capital transfers recognised 1,221,467 1,043,100 1,352,000 1,259,500 1,330,450
Public contributions & donations 38,000 33,000 37,000 40,700 44,770
Borrowing
Internally generated funds 175,540 226,069 218,233 300,000 400,000
Total Capital Funding 1,435,007 1,302,169 1,607,233 1,600,200 1,775,220
6.3.4 Alignment of the Budget with IDP
The Integrated Development Plan (IDP) determines and prioritises the needs
of the community.
The key strategic focus areas of the IDP are as follows:
(a) Municipal transformation and development
(b) Service delivery and infrastructure development
(c) Local economic development
(d) Financial sustainability and viability
(e) Good governance and public participation
240
6.3.5 Budget according to IDP priorities
M
u
n
i
c
i
p
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
a
n
d
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
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
L
o
c
a
l
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
F
i
n
a
n
c
i
a
l
S
u
s
t
a
i
n
a
b
i
l
i
t
y
a
n
d
V
i
a
b
i
l
i
t
y
G
o
o
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
T
o
t
a
l
R '000 R '000 R '000 R '000 R '000 R '000
2011/12 Budget
Capital Expenditure
113,472 1,009,488 241,127 28,368 42,552 1,435,007
Operating Expenditure
655,981 3,011,706 675,665 1,256,620 949,014 6,548,986
Total 769,453 4,021,194 916,792 1,284,988 991,566 7,983,993
2012/13 Budget
Capital Expenditure
102,968 916,040 218,806 25,742 38,613 1,302,169
Operating Expenditure
676,188 3,571,894 704,463 1,405,248 985,467 7,343,260
Total
779,156 4,487,934 923,269 1,430,990 1,024,080 8,645,429
2013/14 Budget
Capital Expenditure
127,090 1,130,645 270,066 31,773 47,659 1,607,233
Operating Expenditure
761,173 3,998,990 793,144 1,581,476 1,135,571 8,270,354
Total 888,263 5,129,635 1,063,210 1,613,249 1,183,230 9,877,587
FIGURE 4: 2011/12 Expenditure by IDP priorities
Municipal
Transformation and
Development
10%
Service Delivery and
Infrastructure
Development
50%
Local Economic
Development
12%
Financial
Sustainability and
Viability
16%
Good Governance
and Public
Participation
12%
241
6.3.6 The Budgeted Financial Position
The budgeted financial position of the municipality taking into account the
capital and operating income and expenditure is as follows:
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2011/12
Budget Year
+1 2012/13
Budget Year
+2 2013/14
Budget Year
+3 2014/15
Budget Year
+4 2015/16
ASSETS
Current assets
Cash 200,000 200,000 200,000 200,000 200,000
Call investment deposits 228,084 478,239 875,001 1,000,000 1,300,000
Consumer debtors 650,000 682,500 682,500 682,500 682,500
Other debtors 180,000 180,000 180,000 180,000 180,000
Current portion of long-term receivables 20 20 20 20 20
Inventory 100,000 106,000 112,360 119,102 126,247
Total current assets 1,358,104 1,646,759 2,049,881 2,181,622 2,488,767
Non current assets
Long-term receivables 63,499 60,324 57,308 54,442 51,221
Investments 20 20 20 20 20
Investment property
Investment in Associate
Property, plant and equipment 12,396,167 12,856,706 13,688,434 14,483,116 15,212,045
Agricultural
Biological
Intangible 401,071 386,617 321,794 275,579 236,001
Other non-current assets
Total non current assets 12,860,757 13,307,668 14,075,556 14,813,157 15,499,287
TOTAL ASSETS 14,218,861 14,954,427 16,125,437 16,994,779 17,988,054
LIABILITIES
Current liabilities
Bank overdraft
Borrowing 98,682 106,307 114,115 105,897 95,297
Consumer deposits 82,585 85,150 87,704 90,194 92,848
Trade and other payables 1,240,000 1,314,400 1,393,264 1,476,860 1,565,472
Provisions 53,600 58,960 64,856 71,341 78,475
Total current liabilities 1,474,867 1,564,816 1,659,939 1,744,292 1,832,092
242
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2011/12
Budget Year
+1 2012/13
Budget Year
+2 2013/14
Budget Year
+3 2014/15
Budget Year
+4 2015/16
Non current liabilities
Borrowing 1,729,021 1,622,715 1,508,600 1,402,703 1,307,405
Provisions 1,217,376 1,328,114 1,449,926 1,583,918 1,731,310
Total non current liabilities 2,946,397 2,950,829 2,958,526 2,986,621 3,038,715
TOTAL LIABILITIES 4,421,264 4,515,645 4,618,465 4,730,913 4,870,807
NET ASSETS 9,797,596 10,438,781 11,506,972 12,263,866 13,117,247
COMMUNITY WEALTH/EQUITY
Accumulated Surplus/(Deficit) 3,293,806 3,096,480 3,046,298 3,160,332 3,118,143
Reserves 6,503,790 7,342,301 8,460,674 9,103,543 9,999,104
Minorities' interests
TOTAL COMMUNITY WEALTH/EQUITY 9,797,596 10,438,781 11,506,972 12,263,866 13,117,247
6.3.7 Investment income
Interest earned on investments will amount to approximately R21.2million in
2011/12 and is therefore an important source of funding for the Municipality.
Section 2 refers to the Investment Policy, which ensures that the Municipality
receives an optimum return on its investments, with minimal risk.
6.3.8 Cash flow statement
Description
2011/12 Medium Term Revenue &
Expenditure Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget
Year
2011/12
Budget
Year +1
2012/13
Budget
Year +2
2013/14
Budget
Year +3
2014/15
Budget
Year +4
2015/16
CASH FLOW FROM OPERATING ACTIVITIES
Receipts
Ratepayers and other 4,301,455 5,030,908 5,904,826 6,930,552 8,134,389
Government - operating 1,352,091 1,424,589 1,519,764 1,621,298 1,729,924
Government - capital 1,268,467 1,043,100 1,352,000
1,259,500
1,330,450
Interest 21,257 22,264 23,600 25,488 27,017
Payments
Suppliers and employees -4,964,312 -5,577,613 -6,432,671 -7,416,704 -8,551,459
Finance charges -207,591 -197,107 -185,825 -174,506 -161,275
Transfers and Grants -93,307 -98,905 -101,266 -107,341 -113,782
NET CASH FROM/(USED) OPERATING ACTIVITIES 1,628,060 1,648,720 2,080,571 2,138,287 2,395,264
243
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of PPE
Decrease (Increase) in non-current debtors
Decrease (increase) other non-current receivables 1,297 -825 -984 -994 -1053
Decrease (increase) in non-current investments 0 0 0 0 0
Payments
Capital assets -1,434,966 -1,300,139 -1,578,929 -1,657,929 -1,678,929
NET CASH FROM/(USED) INVESTING ACTIVITIES -1,433,669 -1,300,964 -1,579,913 -1,658,923 -1,679,982
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Short term loans
Borrowing long term/refinancing 0 0 0 0 0
Increase in consumer deposits -17,693 2,565 2,554
2,674 2,553
Payments
Repayment of borrowing -92,211 -96,682 -106,307 -114,115 -105,897
NET CASH FROM/(USED) FINANCING ACTIVITIES -109,904 -96,117 -103,753 -111,561 -103,344
NET INCREASE/ (DECREASE) IN CASH HELD 134,487 250,155 396,762 367,803 611,938
Cash/cash equivalents at the year begin: 293,596 428,084 678,239 1,075,001 1,442,804
Cash/cash equivalents at the year end: 428,084 678,239 1,075,001 1,442,804 2,054,742
6.3.9 Key performance indicators
The following financial indicators identify medium-term projections against past
performance.
These indicators and others will be monitored throughout the financial years
covered by the Budget.
Financial Indicators Basis of
Calculation
2011/12 2012/13 2013/14 2014/15 2015/16
Borrowing
Management
Borrowing to Asset
Ratio
Total Long Term
Borrowing/Total
Assets
12.2% 10.9% 9.4% 8.3% 7.3%
Capital Charges to
Operating Expenditure
Interest and
Principal
Paid/Operating
Expenditure
4.8% 4.1% 3.6% 3.1% 2.5%
Safety of Capital
Debt to Equity Loans, Accounts
Payable & Tax
Provision/Funds &
Reserves
45.1% 43.3% 40.1% 38.6% 37.1%
244
Financial Indicators Basis of
Calculation
2011/12 2012/13 2013/14 2014/15 2015/16
Gearing Funds &
Reserves/Long
Term Borrowing
26.6% 22.1% 17.8% 15.4% 13.1%
Liquidity
Current Ratio Current
Assets/Current
Liabilities
0.9
1.1
1.2
1.3
1.4
Revenue
Management
Outstanding Debtors
to Revenue
Total Outstanding
Debtors/Annual
Revenue
14.0% 12.8% 11.1% 9.5% 8.2%
6.3.10 Budget related policies
6.3.10.1 Financial Management Policies
The financial management policies were approved by Council on
7 December 2006.
These policies cover budget principles and processes, including Adjustment
Budgets. In addition, the following areas are addressed:
(a) Medium-term income and expenditure framework
(b) Income
(c) Supply chain management
(d) Creditors and payments
(e) Goods and materials
(f) Operating and capital expenditure
(g) Credit rating
(h) Salaries, wages and allowances
(i) Loans
(j) Risk management and insurance
(k) Accounting
(l) Audit matters
(m) Asset management
245
6.3.10.2 Revenue Enhancement Master Plan
This Plan addresses:
(a) Applications for the supply of municipal services, service agreements,
deposits, screening, payment for services supplied, and billing
(b) Assessment rates
(c) Non-payment of municipal accounts
(d) Metering equipment and metering of services
(e) Miscellaneous provisions
The aim of the Policy is to achieve the active participation of the community in
revenue management and to ensure efficient, effective and transparent
dealings with municipal customers.
6.3.10.3 Assistance to the Poor
With an unemployment rate in excess of 35%, Council adopted an Assistance
to the Poor Policy. This Policy caters for free basic services for approximately
112 000 qualifying households.
6.3.10.4 Cash Management and Investment Policy
The Cash Management and Investment Policy, which complies with the
Municipal Finance Management Act, was approved in December 2005.
The objectives of this Policy are to ensure that cash resources are managed
efficiently and effectively and that the Municipality receives an optimum yield
at minimal risk. The Chief Financial Officer is responsible for managing
municipal investments and ensuring that a detailed investment register is
maintained.
246
Permitted investments are identified and must be made by the Municipality
through the exercise of due care.
Additional issues covered, are:
(a) Prohibition of payment of commissions
(b) Reporting requirements
(c) Diversification of investments
(d) Accounting for trust funds; and
(e) Establishment of an Investment Panel
The successful implementation of integrated development planning over the
medium-/long-term requires proper alignment and harmonisation between the
IDP, the budget, and provincial and national policy frameworks.
Below is a summary of operational and capital budget expenditure for the
short term:
6.3.11 Capital and Operating Budgets
Capital expenditure analysed in terms of the various directorates of the
Municipality is presented in Figure 5 below.
247
FIGURE 5: 2011/12 Capital Budget by Directorate
The main sources of capital income used to finance the capital expenditure
are reflected in Figure 6 below.
248
FIGURE 6: 2011/12 Capital Budget by Finance Sources
6.3.12 Capital budgets priority rating system
The system ranks projects from the highest to the lowest priority when budget
allocations are considered.
The system is premised on the supporting the key strategic focus areas of the
IDP. Relative weights are allocated to each strategic focus areas of the IDP.
Projects are then assessed against these weighted strategic focus areas of
the IDP taking into account the relative importance of the projects.
The priority rating system will be used for all project funding requests.
249
6.3.13 Analysis of total income and expenditure
The main income sources used to pay for operating expenditure are shown in
Figure 7 below.
FIGURE 7 : 2011/12 Statement of Financial Performance – Budgeted income
250
The main categories of spending, reflected as a percentage of the total
budget, are shown below.
FIGURE 8: 2011/12 Statement of Financial Performance – Budgeted expenditure
251
CHAPTER SEVEN
PERFORMANCE MANAGEMENT, MONITORING AND EVALUATION
7.1 PERFORMANCE MANAGEMENT
The objective of Performance Management is to describe, measure, evaluate
and report on how the Municipality’s processes relating to the implementation
of the Integrated Development Plan (IDP) will be conducted, organized and
managed including determining the different role players, stakeholders and
key timelines. Performance management therefore holds the key to the
successful implementation of the IDP and Budget.
Integrated development planning enables the achievement of the planning
stage of performance management. The Service Delivery and Budget
Implementation Plan (SDBIP), the Performance Information System as well as
performance agreements and plans underpin effective Performance
Management.
7.2 DEFINITIONS OF KEY PERFORMANCE MANAGEMENT
CONCEPTS
CONCEPT DEFINITION
Integrated Development Planning It is the Municipality’s principal people-driven
strategic developmental planning document.
Importantly, it ensures close co-ordination
and integration between projects,
programmes and activities, both internally
(between clusters and directorates) and
externally (with other spheres of
government).
Performance Management A strategic approach through which
performance objectives of the Municipality
are identified, defined, translated into
business plans and cascaded into individual
scorecards allowing for regular planning,
monitoring, evaluating and reviewing and
reporting of performance at both
organizational and individual levels,
effectively responding to inadequate
performance and recognizing outstanding
252
CONCEPT DEFINITION
performance.
Performance Management System
(PMS)
A Municipality’s Performance Management
System entails 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,
organized and managed, including
determining the roles of the different
roleplayers.
The method used by the Nelson Mandela Bay
Municipality is the balanced scorecard
method that takes into account financial,
internal business, customer and learning and
growth perspectives.
Key Performance Areas (KPAs) Critical function/domain that is crucial to
achievement of organizational goals.
Objective Statement about the ultimate and long-term
outcomes the organization wishes to achieve.
Key Performance Indicators (KPIs) Measures (qualitative and quantitative) that
tell a person whether he/she is making
progress towards achieving his/her
objectives.
Input indicators An indicator that measures equipment,
resources, economy and efficiency.
• Budget projection
• % capital budget spent to provide water.
• Unit costs for delivering water to a single
household
• Amount of time/money/number of people it
took the municipality to deliver water to a
single
Output indicators Indicators that measure results. They are
usually expressed in quantitative terms (i.e.
number / %)
• Number of households connected.
Outcome indicators Indicators that measure the impact of
reaching the target.
• Percentage of households with access to
water.
Impact indicators Indicators that measure the marked effect or
influence of achieving specific outcomes.
Key Performance Elements (KPEs) Focus areas linked to the identified Key
Performance Areas.
Baseline indicators It provides quantitative and/or qualitative
levels of performance as at the beginning of
the monitoring period that the institution aim
to improve on.
253
CONCEPT DEFINITION
Performance targets Quantifiable levels of the indicators that the
organization wants to achieve at a given point
in time.
Performance plan Plan of agreed Key Performance Areas,
Objectives, Key Performance Indicators and
Targets covering a specific financial year.
Institutional performance review cycle 12 continuous months period : 1 July to 30
June of the following year.
Review A comprehensive assessment of the
economy, efficiency, effectiveness and
impact in so far as the key performance
indicators and performance targets set by the
Municipality are concerned.
Section 57 employees A person appointed as the municipal
manager of a municipality, and a person
appointed as a manager directly accountable
to the municipal manager, subject to a
performance agreement concluded annually.
7.3 OBJECTIVES OF PERFORMANCE MANAGEMENT
Performance Management seeks to achieve the following -
(a) To clarify institutional goals and priorities
(b) To ensure a continuous cycle of planning, coaching and feedback
(c) To monitor service delivery – how well an institution is meeting its aims
and objectives, which policies and processes are working
(d) To improve service delivery and processes
(e) To provide early warning signals
(f) To enable learning and improvement
(g) To ensure accountability and oversight
(h) To comply with legislation
(i) To promote community participation in local governance
(j) To inculcate a culture of performance amongst employees
254
7.4 PRINCIPLES OF PERFORMANCE MANAGEMENT
• The performance of the institution is dependent on the collective discharge
of responsibility by all Councillors, employees, service providers and
entities.
• Successful implementation of performance management is dependent on
sound relations and co-operation with all key stakeholders including unions
and communities.
• Setting and implementation of priorities should be an outcome of a joint
consultation / planning and continuous communication between the
political leadership and the administrative leadership, executive directors
and management in general, supervisors and employees.
• There should be clear synergy between performance management and all
human resources development systems.
• Recognition and reward for good performance and effecting / introducing
remedial measures in areas of underperformance.
• A concerted effort by all is critical to realise a culture of performance
excellence.
7.5 RELATIONSHIP BETWEEN IDP, PMS AND BUDGET
The figure below shows the relationship between the IDP, PMS and the
Budget.
255
The IDP is a key strategic planning tool in which the Municipality’s five-year
programmes and projects are set out. The IDP programmes and projects
inform the Municipality’s budgeting processes. Performance management
measures IDP implementation and budget performance.
7.6 INTEGRATED PERFORMANCE MANAGEMENT PROCESS
The figure below illustrates the integrated performance management process.
SDBIP
Performance
Planning
KPAs, KPIs,
targets &
objectives
Budget
Performance
Evaluation
and Review
Outcome and
impact
assessments
Integrated
Development Plan
Monitoring &
Measurement
Data collection
& analysis
Performance
Reporting
Performance
Planning
PMS
Feedback
Communities
256
7.7 SETTING OF KEY PERFORMANCE INDICATORS (KPIS)
Once the process of developing objectives has been concluded, setting of key
performance indicators follows. In addition, KPIs indicate how the objectives
are going to be measured and they focus on end results. If it cannot be
measured, it cannot be done or improved.
Performance Targets
Annually the Municipality must set targets for each of the key performance
indicators. In terms of Section 12 of the Local Government: Municipal
Planning and Performance Regulations (2001) targets must be:
(a) Practical and realistic.
(b) Measure the efficiency, effectiveness, quality and impact of
performance of the municipality, administrative component, structure,
body of a person for whom a target has been set.
(c) Commensurate with available resources.
(d) Commensurate with Municipality’s capacity; and
(e) Consistent with the Municipality’s priorities and objectives set out in its
Integrated Development Plan.
Integration between ‘organizational’ and ‘individual’ performance
management
Part of the SDBIP, that gets approved together with the IDP, is the
organisational scorecard, which emanates from the upper layer of the
institutional SDBIP. Targets reflected in the organizational scorecard are
filtered through to respective Directorates and form the basis for Section 57
performance contracts and directorate SDBIPs. From this level, the KPIs are
further filtered down to Sub-Directorates and this process then continues in
the same manner through all levels.
257
Performance monitoring and measurement
Monitoring is a continuous process. It involves data collection, analysis and
assessment of work completed. It also involves the comparison of
performance between intervals (e.g. monthly, quarterly, bi-annually and
annually).
7.8 MEASURING PERFORMANCE
To measure performance over the year, quarterly targets are added to the
performance scorecard template as reflected below.
258
PERFORMANCE SCORECARD WITH QUARTERLY TARGETS
FIRST QUARTER SECOND QUARTER THIRD QUARTER FOURTH QUARTER KPE KPI BASE-
LINE
ANNUAL
TARGET
REVISED
TARGET
Target Actual Target Actual Target Actual Target Actual
Explana-
tion of
variance,
comments
and/or
corrective
action
Account-
able
W
e
i
g
h
t
i
n
g
% of capital
budget spent
in provision of
water
(Input)
90% 95% 92% 93% 94% 95% Infrastruc-
ture and
Engineer-ing
Number of
new
households
connected to
basic water
(Output)
20 000 10 000 by
30 Jun 08
1500 4000 7000 10000 Infrastruc-
ture and
Engineer-ing
Provision of
basic water
% of
households
with access to
water
(Outcome)
93% 100% by
Dec 2008
93% 100% Infrastruc-
ture and
Engineer-ing
259
EXPENDITURE PROJECTIONS WITH ACTUALS RECORDED
Expenditure projections are also measured with the recording of actuals.
KPA
Capital
Budget
2005/06
Cashflow by month
July
2006
Aug
2006
Sep
2006
Oct
2006
Nov
2006
Dec
2006
Jan
2007
Feb
2007
Mar
2007
Apr
2007
May
2007
Jun
2007
Provision of
water 1 016, 000
80,000 90,000 50,000 30,000 80,000 76,000 90,000 80,000 80,000 80,000 70,000 50,000
Actual
expenditure
Roads and
stormwater 740, 000 30,000 40,000 100,000 70,000 90,000 90,000 90,000 70,000 50,000 40,000 40,000 30,000
Actual
expenditure
Total 1 756, 000 110,000 130,000 150,000 100,000 170,000 166,000 180,000 150,000 120,000 120,000 110,000 80,000
Actual total
expenditure
260
7.9 REVIEWING PERFORMANCE
The Performance scorecard template is illustrated above, once completed
with quarterly actuals, constitute reports, which are then used as the basis for
the performance review. The Municipality also reviews its performance
management system during the annual IDP Review.
Performance Reporting
At a managerial/subordinate level, performance should be monitored monthly,
either through scheduled team meetings, or specific one-on-one sessions.
Performance is then formally reported upon every quarter throughout the
hierarchical levels, with the community being reported to once a year through
the publication and presentation of the annual report.
The performance reporting cycle can be illustrated as follows:
Frequency and
nature of report
Mandate Recipients
Quarterly progress report
Section 41 (1) (e) of the Systems Act, Section 166 (2) (a)
(v) and (vii) of the Municipal Management Finance Act
(MFMA) and Regulation 7 of the Municipal Planning and
Performance Management Regulations.
Municipal Manager
Executive Mayor
Mayoral Committee
Audit Committee
Mid-year performance
assessment (assessment
and report due by 25
January each year)
Section 72 of the MFMA.
Section 13 (2) (a) of the Municipal Planning and
Performance Management Regulations 2001.
Municipal Manager
Executive Mayor
Mayoral Committee
Council
Audit Committee
National Treasury
Provincial Government
Annual report (to be tabled
before Council by 31
January (draft and
approved / published by
31 March each year)
Sections 121 and 127 of the MFMA, as read with
Section 46 of the Systems Act and Section 6 of the
Systems Amendment Act.
Executive Mayor
Mayoral Committee
Council
Audit Committee
Auditor-General
National Treasury
Provincial Government
Local Community
In recognition of the importance of regular feedback to the communities in line
with the developmental local government, the NMBM’s annual report will be
displayed at the Municipality’s head offices, satellite offices, libraries and
official website. A notification will be posted in the news media informing the
communities of the availability and location of the aforementioned document.
Such notification will include an invitation to the local community to submit
written comments for representation to the Municipality in respect of the
relevant documents.
261
7.10 MONITORING AND EVALUATION
The Policy Framework for Government – Wide Monitoring and Evaluation
System (GWM&ES) published by the South African Government in 2007 is
the overarching policy framework to institutionalize monitoring and evaluation
in the three spheres of government (including the Nelson Mandela Bay
Municipality).
Monitoring and Evaluation in the institution entails the following supporting
objectives:
• To monitor and evaluate the implementation of the Integrated
Development Plan (IDP) and Budget, in line with municipal goals and 5
Year Local Government Strategic Agenda implementation plan.
• To ensure the integration of all the monitoring and evaluation systems,
processes and procedures in the institution.
• To improve service delivery efficiency and effectiveness.
The following issues and challenges have been identified for intervention:
• Lack of a monitoring and evaluation culture, including its integration in
planning and implementation of programmes and projects.
Interventions
In order to offset the identified challenges, the following interventions are
suggested:
• Promote a culture of monitoring and evaluation in order to facilitate
buy-in relating to the introduction of new systems, processes and
procedures in this regard.
doc_905535460.pdf