umlalazi local economic development strategy …

SUBMITTED TO:

SUBMITTED BY:

UMLALAZI LOCAL ECONOMIC DEVELOPMENT

STRATEGY REVIEW 2018-2023

STRATEGIC FRAMEWORK REPORT – June 2018

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

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TABLE OF CONTENTS

TABLE OF CONTENTS .............................................................................................................................................. 1

LIST OF FIGURES ..................................................................................................................................................... 3

LIST OF TABLES ...................................................................................................................................................... 3

1 INTRODUCTION ................................................................................................................................................... 6

1.1 BACKGROUND ...................................................................................................................................................... 6 1.1 PROJECT RATIONALE ...................................................................................................................................... 6 1.2 THE MAIN AIM OF THE PROJECT .................................................................................................................... 7 1.3 OBJECTIVES OF THE PROJECT ......................................................................................................................... 8 1.4 GUIDING PRINCIPLES ..................................................................................................................................... 8

1.4.1 EQUALITY ............................................................................................................................................... 8 1.4.2 EFFICIENCY ............................................................................................................................................. 8 1.4.3 VERTICAL AND HORIZONTAL INTEGRATION .......................................................................................... 9 1.4.4 FAIR AND GOOD GOVERNANCE ........................................................................................................... 10 1.4.5 SUSTAINABILITY ................................................................................................................................... 10

1.5 UNDERSTANDING LED .................................................................................................................................. 10 1.6 METHODOLOGY ........................................................................................................................................... 11

1.6.1 SHARED AND SECTORAL SPATIAL APPROACH ..................................................................................... 11 1.6.2 DIAGRAMMATIC METHODOLOGY ....................................................................................................... 12

1.7 REPORT STRUCTURE .................................................................................................................................... 15 2 LED POLICY ENVIRONMENT .......................................................................................................................... 17

2.1 REVIEW OF NATIONAL POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ......................................... 17 2.1.1 NATIONAL DEVELOPMENT PLAN 2035 ................................................................................................ 17 2.1.2 NATIONAL FRAMEWORK FOR LOCAL ECONOMIC DEVELOPMENT IN SOUTH AFRICA (2014 – 2019) . 18 2.1.3 NEW GROWTH PATH ........................................................................................................................... 20 2.1.4 REGIONAL INDUSTRIAL DEVELOPMENT STRATEGY (RIDS) .................................................................. 21 2.1.5 INDUSTRIAL POLICY ACTION PLAN (IPAP) ............................................................................................ 22 2.1.6 MICRO-ECONOMIC REFORM STRATEGY .............................................................................................. 23

2.2 REVIEW OF PROVINCIAL POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ...................................... 23 2.2.1 KZN OPERATION PHAKISA .................................................................................................................... 23 2.2.2 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY (PGDS) 2035 ................................................. 25 2.2.3 PROVINCIAL SPATIAL ECONOMIC DEVELOPMENT STRATEGY (PSEDS) ................................................ 26 2.2.4 KWAZULU-NATAL INDUSTRIAL DEVELOPMENT STRATEGY (IDS) ......................................................... 27 2.2.5 KZN INVESTMENT STRATEGY ............................................................................................................... 28 2.2.6 KZN EXPORT STRATEGY ........................................................................................................................ 29 2.2.7 KZN SMALL ENTERPRISE DEVELOPMENT STRATEGY ........................................................................... 30 2.2.8 PROVINCIAL TOURISM MASTER PLAN ................................................................................................. 31 2.2.9 RADICAL AGRARIAN SOCIO ECONOMIC TRANSFORMATION (RASET) ................................................. 32

2.3 REVIEW OF DISTRICT POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ........................................... 33 2.3.1 DISTRICT GROWTH AND DEVELOPMENT PLAN (DGDP): KING CETSHWAYO DISTRICT ........................ 33 2.3.2 KING CETSHWAYO DISTRICT INTEGRATED DEVELOPMENT PLAN (IDP) 2017 ...................................... 34 2.3.3 KING CETSHWAYO SPATIAL DEVELOPMENT FRAMEWORK 2015 ........................................................ 35 2.3.4 KING CETSHWAYO DISTRICT INVESTMENT PROMOTION AND FACILITATION STRATEGY ................... 36 2.3.5 AGRI-PARKS MASTER PLAN .................................................................................................................. 37 2.3.6 REVISED TOURISM STRATEGY FOR UTHUNGULU DISTRICT MUNICIPALITY, 2009 .............................. 38 2.3.7 KIND CETSHWAYO DISTRICT MUNICIPALITY LED STRATEGY ............................................................... 39 2.3.8 CETSHWAYO AGRICULTURAL DEVELOPMENT PLAN REVIEW .............................................................. 40

2.4 REVIEW OF LOCAL DOCUMENTATION ......................................................................................................... 41 2.4.1 UMLALAZI INTEGRATED DEVELOPMENT PLAN (IDP) 2017 .................................................................. 41


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2.4.2 UMLALAZI SPATIAL DEVELOPMENT FRAMEWORK .............................................................................. 42 2.5 ROLES OF GOVERNMENT IN LED .................................................................................................................. 43

2.5.1 NATIONAL GOVERNMENT ................................................................................................................... 43 2.5.2 PROVINCIAL GOVERNMENT ................................................................................................................. 44 2.5.3 LOCAL GOVERNMENT .......................................................................................................................... 44

3 REVIEW OF THE 2013 LED STRATEGY ............................................................................................................ 47

3.1 UMLALAZI STRATEGY PROJECTS (2013) ............................................................................................................. 47 3.2 IDENTIFIED CHALLENGES RELATED TO LED PROJECTS’ IMPLEMENTATION ........................................................ 49

4 UMLALAZI SPATIAL DYNAMICS .................................................................................................................... 51

4.1 PRIMARY CORRIDORS .................................................................................................................................. 52 4.2 SECONDARY CORRIDORS ............................................................................................................................. 53 4.3 TERTIARY CORRIDORS .................................................................................................................................. 53 4.4 DEVELOPMENT CENTRES ............................................................................................................................. 54

4.4.1 ESHOWE ............................................................................................................................................... 54 4.4.2 GINGINDLOVU ..................................................................................................................................... 54 4.4.3 MTUNZINI ............................................................................................................................................ 55

4.5 LOWER SECONDARY CENTRES ..................................................................................................................... 55 4.6 TERTIARY CENTRES ....................................................................................................................................... 56 4.7 OTHER AREAS OF POTENTIAL GROWTH ....................................................................................................... 58 4.8 BROAD LAND USES ....................................................................................................................................... 58

4.8.1 LAND OWNERSHIP ............................................................................................................................... 59 4.8.2 LAND CLAIMS ....................................................................................................................................... 59

4.9 ENVIRONMENTAL ANALYSIS ........................................................................................................................ 60 4.9.1 HABITATS ............................................................................................................................................. 60 4.9.2 KEY HYDROLOGICAL FEATURES ........................................................................................................... 60 4.9.3 PROTECTED AREAS ............................................................................................................................... 61 4.9.3.4 UMLALAZI COASTAL NATURE RESERVE ............................................................................................... 62 4.9.4 BIODIVERSITY ....................................................................................................................................... 62 4.9.5 CLIMATE CHANGE ................................................................................................................................ 63

5 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE ......................................................................................... 65

5.1 DEMOGRAPHY ............................................................................................................................................. 65 5.1.1 ETHNIC GROUPS................................................................................................................................... 65 5.1.2 GENDER GROUPS ................................................................................................................................. 66 5.1.3 AGE GROUPS ........................................................................................................................................ 66 5.1.4 LEVEL OF EDUCATION .......................................................................................................................... 67 5.1.5 HEALTH FACILITIES ............................................................................................................................... 68

5.2 ACCESS TO SERVICES .................................................................................................................................... 72 5.2.1 HOUSING AND DWELLING TYPES ......................................................................................................... 72 5.2.2 SOURCE OF ENERGY FOR LIGHTING ..................................................................................................... 73 5.2.3 SOURCE OF WATER FOR DRINKING ..................................................................................................... 74 5.2.4 SANITATION ......................................................................................................................................... 75 5.2.5 REFUSE DISPOSAL ................................................................................................................................ 75 5.2.6 MEANS OF COMMUNICATION ............................................................................................................. 76

5.3 SECTORAL CONTRIBUTION TO GVA AND EMPLOYMENT ............................................................................. 77 5.3.1 SECTORAL CONTRIBUTION TO GVA ..................................................................................................... 77 5.3.2 SECTORAL CONTRIBUTION TO EMPLOYMENT ..................................................................................... 78 5.3.3 EMPLOYMENT AND UNEMPLOYMENT TRENDS .................................................................................. 78 5.3.4 RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (RBIDZ) IMPACT ................................................... 79

6 UMLALAZI IN-DEPTH SECTOR ANALYSIS ....................................................................................................... 82

6.1 AGRICULTURE .............................................................................................................................................. 82 6.2 TOURISM ...................................................................................................................................................... 84


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6.3 MANUFACTURING ....................................................................................................................................... 88 6.4 MINING ........................................................................................................................................................ 89 6.5 SERVICES ...................................................................................................................................................... 90 6.6 TRANSPORT .................................................................................................................................................. 91 6.7 RETAIL SECTOR OR TRADE AND COMMERCE ............................................................................................... 91

6.7.1 SMALL MEDIUM AND MICRO ENTERPRISES (SMMES) ........................................................................ 92 6.7.2 THE INFORMAL SECTOR ....................................................................................................................... 92

7 SWOT ANALYSIS ........................................................................................................................................... 95

7.1 STRENGTHS .................................................................................................................................................. 95 7.2 WEAKNESSES ............................................................................................................................................... 96 7.3 OPPORTUNITIES ........................................................................................................................................... 97 7.4 THREATS....................................................................................................................................................... 98

8 STRATEGIC FRAMEWORK ........................................................................................................................... 101

8.1 THE VISION ................................................................................................................................................. 101 8.2 MISSION STATEMENT ................................................................................................................................ 102 8.3 GOALS, STRATEGIES AND PROJECTS .......................................................................................................... 102

8.3.1 GOAL 1: THE AGRICULTURAL SECTOR SUPPORT ............................................................................... 103 8.3.2 GOAL 2: SUPPORTING THE MANUFACTURING SECTOR ..................................................................... 105 8.3.3 GOAL 3: IMPROVE THE TOURISM SECTOR ......................................................................................... 106 8.3.4 GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY ...................................................................... 108 8.3.5 GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE ..................................................................... 109 8.3.6 GOAL 6: SUPPORT SMALL ENTERPRISES ............................................................................................ 112 8.3.7 GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR................................................................ 113

List of Figures

FIGURE 1: INTEGRATED AND IMPLEMENTABLE LED .................................................................................................... 11

FIGURE 2: SHARED AND SECTORAL SPATIAL APPROACH ............................................................................................. 12

FIGURE 3: DIAGRAMMATIC METHODOLOGY ............................................................................................................... 13

FIGURE 4: LED POLICY ALIGNMENT .............................................................................................................................. 17

FIGURE 5: PILLARS OF LOCAL ECONOMIC DEVELOPMENT ........................................................................................... 19

FIGURE 6: ETHNIC GROUPS ......................................................................................................................................... 65

FIGURE 7: GENDER GROUPS ........................................................................................................................................ 66

FIGURE 8: ESHOWE HOSPITAL ...................................................................................................................................... 69

FIGURE 9: SECTORAL CONTRIBUTION TO GDP ............................................................................................................. 77

FIGURE 10 : SECTORAL CONTRIBUTION TO EMPLOYMENT .......................................................................................... 78

List of tables

TABLE 1: UMLALAZI 2013 LED STRATEGY PROJECTS .................................................................................................... 47

TABLE 2: LAND TRENDS ................................................................................................................................................ 60

TABLE 3: POPULATION TRENDS.................................................................................................................................... 65


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TABLE 4: AGE GROUPS ................................................................................................................................................. 67

TABLE 5: LEVELS OF EDUCATION .................................................................................................................................. 67

TABLE 6: HIV AND DEATH TRENDS ............................................................................................................................... 70

TABLE 7 : DWELLING TYPES .......................................................................................................................................... 72

TABLE 8: SOURCE OF ENERGY ...................................................................................................................................... 73

TABLE 9: SOURCE OF WATER........................................................................................................................................ 74

TABLE 10: SANITATION TRENDS .................................................................................................................................. 75

TABLE 11: REFUSE REMOVAL TRENDS .......................................................................................................................... 76

TABLE 12: MEANS OF COMMUNICATION .................................................................................................................... 76

TABLE 13: EMPLOYMENT & UNEMPLOYMENT TRENDS .............................................................................................. 78

TABLE 14: LAND CAPACITY FOR AGRICULTURE ........................................................................................................... 83

TABLE 15: STRATEGIC FRAMEWORK SUMMARY ........................................................................................................ 115


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Chapter 1

Introduction

1.1 Background

1.2 Project Rationale

1.3 The Main Aim of the Project

1.4 Objectives of the Project

1.5 Guiding Principles

1.6 Understanding LED

1.7 Methodology

1.8 Report Structure


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1 INTRODUCTION

1.1 Background

uMlalazi Local Municipality has an LED Strategy that was compiled in 2013. In view of the

requirements for local government to have a credible LED strategy in place, the current LED

Strategy needs to be reviewed to reflect the most recent local and regional development

dynamics and include an implementation plan. Reviewing the strategy will enable the

municipality to determine how its LED strategy is progressing and identify any recent

developments that may hinder or assist in the implementation of the strategy. The intention of this

review is to provide an analysis of recent socio-economic and demographic trends within the

Municipality, in order to reflect changes in the local economy and lessons learnt from the

implementation of the LED Strategy developed in 2013, in order to provide direction and guide

the Municipality in undertaking successful economic development initiatives based on the current

local economic situation.

The municipality, through its Integrated Development Plan (IDP) has identified and prioritized key

development issues which includes poverty eradication, unemployment, skills shortage etc. It has

developed programs to improve the standard of living for the local communities and create an

environment conducive to private and public-sector investment. It adopts a nodal and service

centre approach which seeks to focus attention to specific areas while also addressing municipal

wide service backlogs. This approach to development is established in the IDP and outlined in

detail in the Spatial Development Framework (SDF).

1.1 Project Rationale

The uMlalazi Municipality has a Local Economic Development Strategy that was compiled in 2013.

In view of the requirements for local government to have a credible LED Strategy in place, the

current Economic Development Strategy needs to be reviewed to reflect the most recent local

and regional development dynamics. The intention of this project is to provide an analysis of

recent socio-economic and demographic trends within uMlalazi Municipality and reflect any

changes within the new Strategy for LED. This process is intended to assist in the undertaking of

successful economic development initiatives based on the current local economic situation.

This study is designed to assist the uMlalazi Municipality review the implementation of LED in

uMlalazi in an integrated manner; building upon the strengths and identifying areas requiring

additional support. This is most notably done so to grow the key nodes within Eshowe, Gingindlovu


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and Mtunzini. Importantly, the LED will take its lead from the new opportunities within the sphere

provincial economic development policy as set out in the Provincial Growth and Development

Strategy as well as being closely aligned to the developed National Framework for Local

Economic Development in South Africa 2014 - 2019. This review will also take close cognisance of

the uMlalazi Integrated Development Plan (IDP), Spatial Development Framework (SDF), etc. The

review is intended to strengthen LED locally, and assist the municipality fulfil its mandate to improve

the overall economic and social conditions prevailing in uMlalazi, and to bring sustainable

economic change that benefits all.

The purpose of this document is to present a review of internal LED structures within the uMlalazi

Municipality, as well as an assessment of the current LED Strategy and its implementation. This

document is combined with a situational analysis highlighting key sectors and population

dynamics in the Local Municipality.

The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis undertaken in this

document shall inform the development of the new LED Strategy and project prioritization.

1.2 The Main Aim of the Project

The proposed strategic document aims to assist municipality with the development and review of

LED strategies. It is important to note that:

o LED strategy should be linked to the Spatial Development Framework of the Municipality;

o LED strategy provide strategic direction for the development of Integrated Development

Plan (IDP), and that the LED strategy development process should therefore be synergized

with the IDP development/review process for this to happen;

o LED strategic planning offers communities the opportunity to work together to improve the

local economy and enhance competitiveness, thereby encouraging sustainable and

inclusive pro-poor growth;

o LED incorporates many municipal and private sector functions such as environmental

planning, spatial planning, town planning, business development, infrastructure provision,

property development, finance and marketing;

o LED strategy should therefore be equally understood and owned by all relevant internal

and external stakeholders in the municipality;

o LED strategy should be adopted by Council and should have support for senior political

and administrative champions for successful implementation. It should therefore be user-

friendly document that was developed by stakeholders themselves, with the role of


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external consultants, if at all required, limited to specific technical work that might be

required.

1.3 Objectives of the Project

The overall objective of the project is to review the LED strategy that will among other things; guide

local economic development, integrate existing projects, promote participatory LED, initiate local

economic development initiatives, establish partnerships and empower local communities. To this

end, the following will be undertaken during the Strategy Review process:

o To undertake a review of the Strategy in order to assess the extent to which the LED

Strategy has been implemented within the area.

o To incorporate changes in demographics and other socio-economic developments and

trends that have taken place within the local and regional economy.

o To ensure the alignment of local municipal Programmes, plans, strategies and initiatives

with those of the district, provincial and national governments.

o To also reflect on new studies and projects that have been funded in the local area that

have an impact on the economic potential and development of uMlalazi Municipality.

o To ensure that the strategy imperatives is appropriately aligned with the Municipality’s

Integrated Development Plan (IDP).

o To identify implementable LED projects within the municipal area.

o To develop a detailed implementation plan for the 2018 – 2023 uMlalazi LED Strategy.

o To develop a Monitoring and Evaluation Framework to systematically track the

implementation of the 2018 – 2023 uMlalazi LED Strategy and;

o To develop a funding model/ mechanism for the prioritized projects within the strategy.

1.4 Guiding Principles

1.4.1 Equality

The principle of equality entails that everyone affected by the LED strategy review must enjoy

equal protection and benefits, and no unfair discrimination should be allowed at all.

1.4.2 Efficiency

The efficiency principle requires that the desired result of LED strategy review must be produced

with the acceptable minimum expenditure of resources. This principle aims to achieve efficiency

in institutional arrangements and operations.


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1.4.3 Vertical and Horizontal Integration

The principle of integration requires that the separate and diverse elements involved in the local

economic development (LED) should be combined and coordinated into a complete or

harmonious whole, reflects the need to integrate systems, policies and approaches in LED and

other development spheres.

Vertical Dimensions

The vertical dimensions are based on the national economic development policies and program,

based on the provincial growth and development policies and programs and lastly based on the

district IDP, LED Strategy and other Sector Plans.

Horizontal Dimensions

The horizontal dimensions are based on the local municipality policies and by-laws, sector

departmental policies and plans, community structures and stakeholders’ involvement and

participation.

Local Municipalities

Sector Departments

Communities Stakeholders


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1.4.4 Fair and Good Governance

The principle of fair and good governance requires that LED must be democratic, legitimate and

participatory. LED is the critical component of the government function which directly affects

people’s lives in many ways. Thus, it is critical that it is characterized by fairness and transparency

and that the local people be afforded a meaningful right to participate in decisions. It is

imperative that when authorities formulate or review plans, they must put in place processes that

actively involve citizens, interest groups, stakeholders and others.

1.4.5 Sustainability

The principle of sustainability requires that the sustainable management and use of resources

making up the natural and built environment. The life cycle costs of LED strategy development

and its likely side effects on the environment, community and the economy need to be

understood and taken into account to sustain its benefits, while minimizing or mitigating any likely

negative impacts.

1.5 Understanding LED

In developing Local Economic Development Plans, Programmes and Strategies, there is a need

for an emphasis on the inclusivity, integration and usability of such documents. Local Economic

Development is multi-dimensional and cross-sectoral. LED also fulfils a range of functions ranging

from creating an enabling environment for business and economic development, to promoting

social and equitable growth through Poverty Eradication Programmes and Training and Capacity

Building Projects. LED therefore incorporates a range of different aspects of development in order

to enhance job creation, eradicate poverty, promote social equity and provide necessary

support to strategic sectors.

Local Economic Development

The spatial aspects of economic development are fundamental as the characteristics of the local

economy drive the viability and sustainability of LED projects and programmes. In order for

sustainable and implementable strategies and projects to be developed, a keen understanding

of the local environment, internal structural dynamics, economies and population is required. LED

strategies that take cognisance of the local environment, entrenched spatial dynamics and

provide strategic and cross-sectoral infrastructure planning are more likely to be integrated and

implementable strategies.


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Figure 1: Integrated and Implementable LED

This understanding of Local Economic Development is closely aligned with National and Provincial

Policies, Plans and Strategies.

1.6 Methodology

1.6.1 Shared and Sectoral Spatial Approach

There are a range of spatial considerations, including access to transport networks and services

that need to be considered in the spatial planning for LED. It is critical to understanding the spatial

identity of each unique area/node in order to understand uMlalazi in its entirety. In essence, this

approach allows for the integration of a range of key components included in the figure below:

Integrated & Implementable

LED

Employment creation

Sustainable Developmen

t

Spatial Equity and

Nodal Developmen

tIntegrated

Infrastructure Planning

Key Sector Support

Promotion of social equity


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Figure 2: Shared and Sectoral Spatial Approach

1.6.2 Diagrammatic Methodology

The figure below is a diagrammatic representation of the project methodology and highlights the

phases within which this report falls (Phases 2 and 3). The diagram also highlights the consultative

process that has been undertaken in the formulation of this document. Meetings and discussions

were held with uMlalazi LED Officials whereby the critical areas of constraint and excellence were

determined. Sectoral reviews were also undertaken during this Phase and key stakeholders and

associations were engaged.

Shared Sectoral

and Spatial LED

New policy focus

Spatial economy

Economic inclusivity

Private and public sector

partnering

LED integration

into Municipal Planning

Sector Support


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Figure 3: Diagrammatic Methodology

Phase 1: Inception

The focus here was reaching a firm consensus on the terms of reference, agreeing on the

expected outcomes, the manner of engagement and reporting. This process required compiling

the inception report to record all areas and terms of engagement.

Phase 2 and Phase 3: LED Review and Socio-Economic Status

The focus of Phase 2 is to assess the state of LED in uMlalazi by reviewing the implementation of

LED projects identified in the 2013 LED as well as the LED projects budgeted for in the Integrated

Development Plan; examining the capacity of the municipality in order to identify key issues and

training requirements as well as gaps in support mechanisms both internal and external to the

municipal structures.

Phase 3 includes conducting a local economic resource audit by collecting and analysing

information. A preliminary assessment will determine available quantitative and qualitative

information on the sources, structures and trends in production and employment, skills, and other

LED resources and will identify gaps within this body of information. A local economic resource

assessment will serve to fill in the information gaps highlighted by the preliminary assessment and

provide the foundation for successful LED strategy development. This information will point towards

projects and programmes that will strengthen the economic base of uMlalazi. A review of relevant

Inception Report

Desktop ReviewStakeholders Identification

Situational Analysis

Stakeholders Engagement/ PSC Meetings

Socio-economicl

AnalysisSWOT Analysis

Packaging of Projects

Revised LED Strategy

Implementation Framework and

M & E Tool

Council Adoption


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policies and a detailed analysis of sector performance will be undertaken. All findings will be

reviewed in a SWOT Analysis to identify interventions.

Phase 4: Strategic Development Framework

This step focuses on the carrying through of the LED vision, which should be a clear and

unequivocal description of the stakeholders preferred economic future for the community, that is,

where the community of uMlalazi wishes to be in the future (usually three, five and eight years). It

is on the basis of the vision that goals, objectives, programmes and project action plans will be

developed. A vision statement will be developed or reviewed and agreed upon by all

stakeholders. Only with such stakeholder “ownership” will the vision act as a strategy guide,

steering the actions of the different stakeholders in the same direction. In addition, a workshop

identifying the key alignment and synergy points to KZN and uMlalazi directives will assist in

formulating the criteria for a project identification and prioritisation matrix.

Phase 5: Programme and Projects Prioritisation

The focus here will be to facilitate the identification of key programmes that will become the core

of the LED strategy. Many programme options are in use by communities today and usually the

programme options typify core choices. It will be important to consider the level of hard and soft

infrastructure provision to ensure that an appropriate strategy is developed that includes relevant

programmes. In selecting LED programmes, uMlalazi will be presented with a range of both

problems and opportunities to tackle. One of the most effective ways of facilitating job creation

is to develop LED programmes that improve the local business enabling environment and support

the development of small, medium and micro enterprises (SMMEs) especially in the agricultural

and tourism sectors. Thereafter, the selection will be dependent upon the results of the local

economic resource audit. Within each programme area, projects shall be proposed and selected

on the basis of clear criteria. Each potential LED project will be assessed to determine whether it

meets the broader LED goals, objectives and priorities that were discussed and agreed by the

stakeholders.

Cost-benefit analysis is an important tool for prioritisation, more especially in catalytic projects. The

timing for achieving these impacts is a critical issue in the prioritising of projects. This leads directly

into the Implementation Framework in Phase 6. The approval of the programmes/projects by the

PSC and identification of interventions per sector programme will allow the project team to

develop a database of all LED programmes and projects.


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Phase 6: Implementation Framework

Implementation planning takes into account ‘early-win’ projects that can quickly achieve visible

and tangible impacts in the short-term and will be fundamental to the overall LED strategy.

Complex projects with larger resource requirements and a longer timeframe will go through a

more rigorous selection process and would include an initial viability assessment, feasibility studies,

design review, business plan preparation and tailored monitoring and evaluation program.

Phase 7: Close Out

This phase sees the drawing together of the Draft LED Strategy Report for presentation and

consideration by the uMlalazi LED Project Steering Committee and Council adoption. Comments

will be incorporated into the final LED Report document, which will also include: a business

opportunity database, an informal sector plan, a consultation processes report, a business plan

for catalytic projects, spatial alignment for LED interventions, identification of infrastructure

requirements and LED support mechanisms.

1.7 Report Structure

Section 1: Introduction

Section 2: LED Policy Environment

Section 3: uMlalazi 2013 LED Review

Section 4: uMlalazi Spatial Dynamics

Section 5: Demographic and Socio-Economic Profile

Section 6: Economic Sector Analysis

Section 7: SWOT Analysis


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Chapter 2 Policy Environment

2.1 Review of National Policies,

Strategies and Framework

Documents

2.2 Review of Provincial Policies,


Documents

2.3 Review of District Policies,


Documents

2.4 Review of Local Documentation

2.5 Roles of Government In LED


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2 LED Policy Environment

The uMlalazi Local Municipality’s LED is aligned with National, Provincial, District and Local policies,

strategies and Framework’s for development and growth.

Figure 4: LED Policy Alignment

2.1 Review of National Policies, Strategies and Framework Documents

2.1.1 National Development Plan 2035

The National Development Plan (developed by the National Planning Commission in 2011) seeks

to eliminate poverty and to sharply reduce inequality by 2035, while at the same time create 11

million new jobs by providing a supporting environment for growth and development, while

promoting a more labour-absorptive economy. Strategic Objectives of the NDP include the

elimination of poverty, the encouragement of economic growth and opportunities, as well as an

increase in the living standards of South Africans. Apart from this, a strong focus is also placed on

a more inclusive, dynamic economy, skills development, increased investment, and acceleration

of the growth of the economy.

The National Development Plan priorities as follows:

1. Create jobs

2. Expand infrastructure

3. Use resources properly

4. Inclusive planning

5. Quality education

6. Quality healthcare

7. Build a capable state

8. Fight corruption

9. Unite the nation

• NDP

• LED

• NGP

• MRS

• IPAP

RSA• PGDS/P

• Investment

• Export

• Tourism

KZN• DGDP

• IDPKCDM

• Toursim

• Nodal Development

• IDP

• SDF

ULM


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The National Development Plan proposes to create these jobs by:

1. Realising an environment for sustainable employment and inclusive economic growth

2. Promoting employment in labour-absorbing industries

3. Raising exports and competitiveness

4. Strengthening government’s capacity to give leadership to economic development

5. Mobilising all sectors of society around a national vision

Transforming the economy and creating sustainable expansion for job creation means that the

rate of economic growth needs to exceed 5% a year on average. To bring this about the NDP

proposes to increase exports through mining, construction, mid-skill manufacturing, agriculture

and agro-processing, higher education, tourism and business services. In this regard the NDP also

highlights the need for infrastructure development, reducing the cost of regulatory compliance,

a more effective innovation system, and support for SMMEs, skills development, better access to

finance and higher rates of investment.

Implications for uMlalazi LED

Emphasis on inclusivity and job creation across all skills levels within the economy.

Need for the identification of key sectors of influence.

The creation of jobs through investment in key sectors.

Inward and outward strategies to enhance inter-regional trade and investment.

Beneficiation and agro-processing (developing on existing strengths).

Transformation of rural and urban areas through LED interventions.

Building the capacity of Municipalities to implement LED plans and programmes.

2.1.2 National Framework for Local Economic Development in South Africa (2014 – 2019)

The newly developed National Framework for Local Economic Development in South Africa

provides a detailed understanding of Local Economic Development as a HOLISTIC SYSTEM

comprising of a number of interdependent pillars.

The 2014–2019 National Framework for Local Economic Development (LED) is intended as a

strategic coordination, planning and implementation guide that provides and enhances a

commonly shared understanding of LED in South Africa. Key challenges for LED in South Africa are

identified as:

1. Lack of agreement on the meaning of Local Economic Development.

2. Poor intergovernmental relations in Local Economic Development.

3. Inabilities to develop productive partnerships to maximise local competitiveness.


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4. A lack of clear communication and knowledge sharing.

5. Local Governmental capacity constraints.

6. Differentiated approaches to LED Support between large cities and poorer and smaller

municipalities.

7. Funding for Local Economic Development Projects, particularly in municipalities that struggle

for resources.

8. Poor Investment in Economic Information and identifying the strategic competitiveness of

regions.

9. Lack of a dedicated focus on supporting the “Second Economy”.

LED is not one dimensional and nor is it sector-specific. The National Framework presents the

following five pillars for sustainable Local Economic Development. These pillars are as follows:

1. Building a Diverse Economic Base.

2. Developing Learning and Skilful Local Economies.

3. Developing Inclusive Economies.

4. Enterprise Development and Support.

5. Economic Governance and Infrastructure.

These pillars are deconstructed and explain in the figure below:

Figure 5: Pillars of Local Economic Development

Source: National Local Economic Development Framework (2014 – 2019)


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Multi-faceted and multi-dimensional LED Focus.

A more aggressive focus to infrastructure development and basic service delivery.

Importance of the informal / second economy in development.

Inclusive rural economies.

Skills development and training programmes.

Diversification while building upon existing competitive advantages.

Marketing of uMlalazi as an investment friendly region.

Building stronger partnerships with the private sector.

2.1.3 New Growth Path

The New Growth Path’s main focus areas are to create decent work opportunities, reducing

inequality and to end poverty in South Africa. Government aims to achieve this through a New

Growth Path founded on a restructuring of the South African economy to achieve labour

absorption and a steady economic growth rate.

Government is committed to forging such a consensus and leading the way by:

1. Identifying areas where employment creation is possible on a large scale as a result of

substantial changes in conditions in South Africa and globally.

2. Developing a policy package to facilitate employment creation in these areas, through:

3. A comprehensive drive to enhance both social equity and competitiveness;

4. Systemic changes to mobilise domestic investment around activities that can create

sustainable employment; and

5. Strong social dialogue to focus all stakeholders on encouraging growth in employment-

creating activities.

The New National Growth Path incorporates the Industrial Policy Action Plan and various other

policies, programmes and strategies. The aim of the New Growth Path is to ultimately create a

more developed, democratic, cohesive and equitable economy and society in South Africa.

Achieving the New Growth Path requires that certain key trade-offs’ be addressed. This will put

emphasis on government’s prioritisation to support employment creation, equity and the

directions business must move to facilitate a growing economy.


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Some key trade-offs include:

1. Between present consumption and future growth, since that requires higher investment

and saving in the present;

2. Between the needs of different industries for infrastructure, skills and other interventions;

3. Between policies that promise high benefits but also entail substantial risks, and policies

that are less transformative and dynamic but are also less likely to have unintended

consequences;

4. Between a competitive currency that supports growth in production, employment and

exports and a stronger Rand that makes imports of capital and consumer goods cheaper;

and

5. Between the present costs and future benefits of a green economy.


Creation of decent work opportunities.

Reducing inequality and poverty eradication.

Transformation and equity combined with enhanced competitiveness.

Importance of tourism and high-level services in job creation and economic growth.

Importance of agricultural value chain – increasing agro-processing.

2.1.4 Regional Industrial Development Strategy (RIDS)

The Regional Industrial Development Strategy (RIDS) presents a comprehensive framework for

industrial development in South Africa and builds on the outcomes of the National Spatial

Development Perspective (NSDP). The NSDP acknowledges the fact that the landscape of

economic development is not equal across all regions in the country and emphasises the need

for focused growth based on proven economic development potential.

The main intentions of RIDS are to:

1. Help to achieve the national industrial development objectives as set out in the National

Spatial Development Plan.

2. Conform to the principles of the Integrated Manufacturing Strategy, the Micro-economic

Reform Strategy and the current draft National Industrial Policy Framework.

3. Enhance the capacities and potentials identified in the Urban Spatial Competitive

Framework and the Local Economic Development framework. These seek to address

spatial constraints and opportunities related to industrial development in municipalities.

4. Conform to principles of enterprise development and Black Economic Empowerment.


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5. Conform to the government’s environmental and other relevant policies.


Cognisance of spatial economy

Equity in spatial development

Area-specific LED programmes and policies tackling spatial challenges and concerns

2.1.5 Industrial Policy Action Plan (IPAP)

In January 2007 Cabinet adopted the National Industrial Policy Framework (NIPF) which sets out

Government’s broad approach to industrialisation. Implementation of industrial policy was set out

in the Industrial Policy Action Plan (IPAP), which was later revised to incorporate a longer-term 10

year view of industrial development, to form the IPAP 2. The analysis indicated that seven sets of

policies are critical to achieve a scale-up of industrial policy and a shift towards strengthening the

productive side of the economy in general. These policies are:

1. Stronger articulation between macro and micro economic policies;

2. Industrial financing channelled to real economy sectors;

3. Leveraging public and private procurement to raise domestic production and

employment in a range of sectors, including alignment of BBBEE and industrial

development objectives, and influence over private procurement;

4. Developmental trade policies which deploy trade measures in a selected and strategic

manner, including tariffs, enforcement and SQAM (standards, quality assurance and

metrology) measures;

5. Competition and regulation policies that lower costs for productive investments and poor

and working class households;

6. Skills and innovation policies that are aligned to sectoral priorities; and

7. Deploying these policies in general and in relation to more ambitious sector strategies,

building on work already done.

Implications for uMlalazi LED:

uMlalazi does not have a strong manufacturing base and as such, the LED Strategy should ensure

that the following key focus areas are addressed and incorporated:

Financing is made available for the expansion of real economic sectors;

Leveraging of both public and private procurement; and

Alignment of skills towards sectoral priorities and industry demand.


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2.1.6 Micro-Economic Reform Strategy

The Micro-Economic Reform Strategy (MRS) represents the integrated action plan of the

economic, investment and employment cluster and seeks to improve the business environment

for firms at the microeconomic level.

The MRS suggests specific measures for improvement in the areas of:

Crosscutting issues: Technology, human resource development, access to finance and

infrastructure.

Competitive input sectors: Transport, telecommunications and energy.

Prioritised growth sectors: Export sectors, investment, and agriculture.

Equity and growth: BEE, small business development, employment and geographic spread.

In order to implement microeconomic reform certain sectors are prioritised at national and

regional levels. At the national level the sectors prioritised at present are as follows.

1. Clothing and textiles.

2. Automotives, components and transport equipment

3. Agro-processing.

4. Mining, metals and minerals beneficiation.

5. Chemicals and biotechnology.

6. Crafts.

7. Information and Communication Technologies.


Micro-economic focus.

Importance of agriculture and agro-processing.

Small-scale, bottom-up development.

Self-sustainability at the micro-level.

2.2 Review of Provincial Policies, Strategies and Framework Documents

2.2.1 KZN Operation Phakisa

The KZN Phakisa programme was launched on the 19th of July 2014 as an innovative programme

that brings together many stakeholders to plan on major economic projects. The journey towards

prosperity and job-creating growth involves radical change in the manner in which planning,

implementation and monitoring processes are undertaken. To achieve a growth target of five

percent by 2019, there is a need for new and faster ways of doing things, and Operation Phakisa


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represents that new spirit of moving faster in meeting the targets. Operation Phakisa is an

adaptation of the Big Fast Results Methodology of Malaysia. Phakisa is a Sesotho word meaning

expediency. Operation Phakisa aims to accelerate execution of the National Development Plan

by reducing poverty, inequality and unemployment. The operation Phakisa has four main areas

including the following:

Marine transport and manufacturing,

Offshore oil and gas exploration,

Aquaculture as well as

Marine protection services and ocean governance.

The first workstream: Marine Transport and Manufacturing focuses on South Africa’s strategic

location, infrastructure and skills base to accelerate growth of the maritime and manufacturing

sector.

The second workstream: Offshore Oil and Gas Exploration, has indicated that South Africa’s coast

and adjoining waters have possible resources of approximately nine billion barrels of oil that can

be used to enhance the economy.

The Aquaculture workstream has underlined the high growth potential of South Africa’s

aquaculture sector due to increasing demand for fish.

The last workstream is that of Marine Protection Services and Ocean Governance looked at South

Africa’s jurisdiction over a very large Exclusive Economic Zone, with an extent of one and a half

million square kilometres.


Importance of using Phakisa model to fast-track the implementation of LED projects through

communication between all stakeholders;

Alignment and replication of the four provincial Phakisa workstreams to the vision of the

Municipality;

Alignment of the LED to Phakisa Model to reduce poverty, inequality and unemployment while

creating opportunities for economic growth.


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2.2.2 Provincial Growth and Development Strategy (PGDS) 2035

This PGDS and PGDP provides KwaZulu-Natal with a reasoned strategic framework for accelerated

and shared economic growth through catalytic and developmental interventions, within a

coherent equitable spatial development architecture, putting people first, particularly the poor

and vulnerable, and building sustainable communities, livelihoods and living environments.

Attention is given to the provision of infrastructure and services, restoring the natural resources,

public sector leadership, delivery and accountability, ensuring that these changes are responded

to with resilience, innovation and adaptability. This will lay the foundations for attracting and

instilling confidence from potential investors and developing social compacts that seek to address

the inter-connectedness of the Provincial challenges in a holistic, sustainable manner, whilst

nurturing a populous that is productive, healthy and socially cohesive.

The PGDS aligns itself to the National Development Plan (NDP), as well as various other national

policies and strategies. It identifies seven strategic goals, all of which have a direct bearing on

economic development. They are:

Goal 1: Inclusive Economic Growth;

Goal 2: Human Resource Development;

Goal 3: Human & Community Development;

Goal 4: Strategic Infrastructure;

Goal 5: Environmental Sustainability;

Goal 6: Governance and Policy; and

Goal 7: Spatial Equity.

Strategic Goal 1, Inclusive Economic Growth, deals directly with local economic development,

and is of particular importance to the purposes of the current analysis. The key strategic objectives

within this goal are:

1. Unleashing the agricultural sector;

2. Enhancing sectoral development through trade and investment;

3. Improvising the efficiency of government-led job creation programmes;

4. Promoting SMME and entrepreneurial development; and

5. Developing the knowledge base to enhance the knowledge economy.


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In addition, other cross cutting goals and objectives relate to the development of strategic

infrastructure such as roads and rail, ensuring demand-driven skills development and training,

ensuring efficient coordination between all developmental stakeholders, and promoting spatial

equity through spatial concentration.


To this end, the uMlalazi LED needs to ensure:

A focus on development of key economic sectors (agriculture, manufacturing, tourism,

SMME & informal sector and services);

Advancement of investment promotion and facilitation as a means to stimulate economic

development;

Development of SMMEs and promotion of entrepreneurship;

Industry-driven skills development and training;

Development of spatial concentration through use of nodal and corridor development;

Enhanced coordination between all stakeholders.

2.2.3 Provincial Spatial Economic Development Strategy (PSEDS)

The PSEDS provides a strategic framework, sectoral strategies and programmes aimed at a rapid

improvement in the quality of life for the poorest people of the Province. It sets out to address the

developmental challenges posed by these socio-economic contexts through a ten year

development plan. The PSEDS specific programmatic interventions are built around the particular

nature of inequality and poverty in the KZN. It should be noted that through the PSEDS, the

province seeks to identify the key driving commercial activity within the province and map this

spatially. This will allow for a view of what economic concentration exists in uMlalazi within the

provincial context. The successful implementation of the PSEDS is dependent on the

implementation at local level


promoting development of sectoral strategies and programmes aimed at a rapid

improvement in the quality of life for the poorest people of the Municipality

diversifying pragmatic interventions that fall on a priority transport corridor (N2) between the

Richard’s Bay and Durban Port


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2.2.4 KwaZulu-Natal Industrial Development Strategy (IDS)

The IDS aims at developing KZN’s manufacturing industry and related services. In doing so it sets

out the short to medium term programmes that have been identified by the Department of

Economic Development, Tourism and Environmental Affairs (EDTEA) to address these issues.

Through the Strategy, it was identified that the Province needs to:

1. Pursue policies designed to ensure macroeconomic stability, growth, low inflation and high

employment to the extent possible;

2. Increase emphasis on investment;

3. Increase effective delivery of - skills, infrastructure, research and development, and

innovation - especially vocational and scientific/technical education;

4. Continue with its active industrial policy to protect and enhance modern manufacturing

capacity but should also focus heavily now on re-organisation of agencies and resources

in partnership with business and labour, for significant improvements in the speed and

quality of implementation;

5. Ensure that funds be made available and administered appropriately, to fund the training

and retraining of workers who have been made redundant or whose skills need updating.

The strategy seeks to increase the level of development diversity in the provincial economy. The

strategy identifies two critical issues which must form the overall focus of the Province in achieving

industrial development, namely, productive growth and job creation. In order to achieve this, the

human capital potential of the provincial economy will need to be further enhanced, thus

sustainable sector development in less developed and rural areas is a priority.


In order for the uMlalazi LED to ensure alignment with the IDS, a number of strategies presented

within the four key clusters, relevant to this LED Strategy, must be adhered to. These clusters and

the strategies relevant to LED in uMlalazi are detailed below:

Cluster 1 - Infrastructure development

Road infrastructure (particularly development of connecting rural roads);

Broadband roll-out;

Spatial planning and identification and zoning of industrial land;

Development of specific industrial parks and hubs;


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Cluster 2 - Skills development

Development of agribusiness incubators;

The development, with the private sector, of a vocational lifelong training and education;

Development of a re-skilling programme in the Clothing and Textiles sector;

The implementation of technical centres and hubs to improve local R&D and entrepreneur

development in R&D (i.e.: textile technology);

The development of highly focussed and targeted SMME training in partnership with the

private and public sector procurement programmes;

With Transnet, Eskom and Water Utilities, re-instate artisanal training centres.

Cluster 3 - Sustainable jobs and entrepreneurial development

Focus attention on community and small grower schemes;

Recycled paper and waste paper recovery;

Implement a hawkers cooperative for those who collect waste paper and formalise supply

arrangement to large firms;

Develop linkages between agro process activities in rural areas and larger wholesalers

Cluster 4 - Productive growth

Develop and implement investment plan for alternative energy;

Upgrading of the KwaZulu-Natal white-goods industry to increase production and grow

exports;

Investment and production roll out plan for solar water heater manufacturing;

Development of small-scale maize milling plants at rural hubs;

Investigate the production of specific high value niches for textile and clothing production.

2.2.5 KZN Investment Strategy

The KZN Investment Strategy was developed as a tool to all stakeholders to assist in attracting and

facilitating foreign and domestic investment in KwaZulu-Natal. The objective of the Strategy is to

enable all stakeholders in the province to work together in promoting, attracting and facilitating

foreign and domestic investment, both of a public and private sector nature, into productive

industries (income and asset creation), driven by the comparative advantages of the province in

order to stimulate job creation and income generation. The key areas of focus of the strategy are:

1. Improving structures and systems of investment promotion and facilitation, and working

together;

2. Attracting investment to meet job targets;


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3. Channelling resources to where they have the greatest impact (i.e.: foreign countries,

geographic areas, economic sectors);

4. Ensuring that competitive advantages are utilised to the fullest and building on these;

5. Alignment and integration with national, provincial and local policies, strategies and

programmes (including Richards Bay IDZ, DTP);

6. Maximisation of job creation and retention through business retention & expansion;

7. Gaining optimal benefit from incentives such as DTI sector-based incentives and service &

utility incentives;

8. Public sector investment into infrastructure to lead the private sector (including rural and

small towns).


The LED strategy for uMlalazi must be developed with the above principles in mind, i.e.: ensuring

that the municipality creates an environment which is conducive to effective promotion and

attraction of investment, as well as efficient facilitation of investment. To this end, the LED strategy

must:

Make suggestions towards improving the business environment in uMlalazi;

Seek to improve coordination between key stakeholders who are required to work

together to promote and facilitate investment;

Identify key sectors and focus areas for inward investment (based on comparative

advantages);

Promote the sharing and development of research and information.

2.2.6 KZN Export Strategy

A Provincial Export Strategy was undertaken to identify the major challenges facing the province

in terms export promotion and present implementable solutions to these challenges. The following

are requirements identified by exporters as key to ensuring growth within the export market:

1. Good communications;

2. Cost-effective and reliable transport;

3. Certainty that goods will be efficiently delivered across international borders to customers;

4. Competitive pricing of the goods at destination through assistance with constraints;

5. Efficient payments to exporters and access to finance for exports;

6. Minimising of “red tape” associated with exports;

7. Skilling for exports and training in reducing input costs;


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8. Smart export development, including spatial export development.

The strategy incorporates these elements into targeted programmes to provide exporters with

assistance in the challenges they face. However, in order to successfully overcome these

challenges and achieve the goals of the strategy, buy-in from all export stakeholders is required,

along with a recognition of the vital role external bodies such as national government and export

councils play in creating an enabling environment for trade.

In response to this, the Strategy presents five key programmes:

1. Programme No. 1: Enhancing the Export Climate and Competitiveness;

2. Programme No. 2: Improving Market Penetration;

3. Programme No. 3: Exporter Development;

4. Programme No. 4: Export Promotion;

5. Programme No. 5: Export Strategy Performance Measurement, Management & Review.


In order to ensure the uMlalazi LED is aligned with the relevant strategic programmes identified in

the export strategy, the following key areas are of importance:

Ensuring the there is a conducive business environment (minimise red-tape);

Provision of the required bulk infrastructure;

Efficient road and rail network;

SMME and business development;

Skills development and training;

Promotion and facilitation of local exporters.

2.2.7 KZN Small Enterprise Development Strategy

The purpose of the Small Enterprise Development Strategy is to formulate a provincial wide

framework that will assist in coordinating, orientating and guiding all small enterprise development

programmes and related activities in the province of KwaZulu-Natal. Through this strategy, all

stakeholders will be able to align their programmes and actions and therefore support and add

value to the development of emerging small enterprises.


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The key objective of the strategy is the implementation of a comprehensive and integrated

programme for the development and growth of small enterprises in the province. This will be

achieved by:

1. Developing entrepreneurship skills;

2. Facilitating easy access to local and international markets;

3. Facilitating access to finance;

4. Providing relevant and effective training to small enterprise operators; and

5. Facilitating a mentoring and incubation programme for all small enterprises in KZN.


In this regard, the uMlalazi LED must ensure a focus on:

Ensuring that entrepreneurial skills are developed;

Providing assistance and support to SMMEs in terms of access to finance and markets;

Training and skills development of small enterprises.

2.2.8 Provincial Tourism Master Plan

The Provincial Tourism Master Plan has recently been by Cabinet. Its main focus is the promotion

of the Province through experiences, which are classified along the Province’s tourism

geographical regions. The vision of the tourism master plan is that “by 2030 KwaZulu-Natal will be

globally renowned as Africa’s top beach destination with a unique blend of wildlife, scenic &

heritage experiences for all visitors”.

As part of its mission, the tourism master plan aims to ensure that tourism development is guided

by the following principles;

1. A geographic spread of the tourism benefits throughout the province.

2. A growth of visitor numbers and visitor yields.

3. Focused (prioritised) tourism development growing from the core of beach & Durban.

4. Superlative customer experiences – quality, authenticity and service excellence.

5. Public and private sector collaboration.

6. Demand-led development, meeting market potential and needs.

7. Responsible tourism ensuring sustainability & benefits for all.

Implications for UMlalazi LED:

Recognition of the importance of tourism within the context of LED


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Prioritised tourism development

Tourism as a means of developing the most marginalised sectors of society

Engagement with private sector for tourism development

Sustainability and green tourism

2.2.9 Radical Agrarian Socio Economic Transformation (RASET)

RASET is a programme for Previously Disadvantaged Individuals (PDI) to participate in the

production, processing and distribution of food within the various food value chains. Some of the

projected benefits arising from the programme are listed below.

Inclusive growth.

Job creation.

Poverty alleviation.

Redress of inequality.

Harnessing the use of resources among government departments and entities.

Maximization of the economic activities of PDI communities.

Lowering of the average unit cost of food stuffs in general.

Activation of underutilized and unused government facilities.

Harnessing cooperation between public and private institutions.

The strategic objectives of the RASET Implementation Plan are as follows:

1. To quantify and consolidate demand of Government Departments and present it in planning-

friendly matrices.

2. To quantify and consolidate supply of PDI producers and present it in planning friendly

matrices.

3. To facilitate the implementation of a dynamic and integrated systemic infrastructure that has

the capacity of handling financial and logistical transactions in the most effective and

efficient manner which also has the capability of carrying out various activities.

4. To organize PDI suppliers in terms of existing legislation and gearing them up to access and

service continuously at least 30% of the market of all food consumed by Government

beneficiaries in KwaZulu-Natal by 2023 as well as ensure compliance and viability of farms by

any measure.

5. To facilitate the identification of opportunities for the rationalization of government resources

for the purpose of supporting the objectives of the RASET Programme as well as solving the

economic problem of the majority of the population of KwaZulu-Natal.


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6. To consolidate various capacity building programs from individual Departments into a

concerted series of progressive competency acquisition modules and facilitate their

institutionalization in favour of PDI enterprises, entrepreneurs, agents, and operators of

government assets for the purpose of achieving the following results.

7. Securing capital for running the operations of the RASET Programme.


Recognition of the importance of Previously Disadvantaged Individuals (PDI) to participate in

the local economic activities within the context of LED;

Prioritising equality when implementing economic projects;

Ensuring the maximization of the economic activities of PDI communities in LED;

Ensuring that procurement process are taking into consideration the existence of PDI

enterprises and entrepreneurs.

2.3 Review of District1 Policies, Strategies and Framework Documents

2.3.1 District Growth and Development Plan (DGDP): King Cetshwayo District

The District Municipality’s DGDP was developed to translate the Provincial Growth and

Development Plan into a detailed implementation plan at a district level, inclusive of clearly

defined targets and responsibilities for the next 20-years.

The overall objectives of the District Growth and Development Plan can be summarised as follows:

Set a long term (20 year+) vision and direction for development in the District;

Serve as an overarching strategic framework for development in the district and it family of

local municipalities applying the 80/20 principle (it is not intended to be a detailed inventory

of all potential projects and actions);

Provide a spatial context and prioritisation for these strategic interventions;

Guide the activities and resource allocation of the district and other spheres of government,

business sectors, organised labour and other role players from civil society that can contribute

to development in the district by defining a clear set of priority objectives and implementation

targets;

Identify institutional arrangements to secure buy-in and ownership in the formulation and

implementation of the plan;

1 Some of the documents in this section were developed prior to the change in name from

uThungulu to King Cetshwayo District Municipality. For ease of understanding uThungulu has been

changed to King Cetshwayo but the title of the document has been left unchanged.


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To facilitate alignment and integration of the DGDP objectives with Departmental strategic

plans, municipal IDP's, and sector strategies and plans;

Provide a common platform for resource commitments and budget alignment of

departments and municipal entities through the agreed set of objectives and targets of the

DGDP.

The primary aim of the DGDP is to give effect to the intentions of the PGDP at a district level. The

basic point of departure in formulating overall strategic goals for the DGDP is thus to keep to the

structuring framework that is consistent with the overall goals is identified in the PGDP.

2.3.2 King Cetshwayo District Integrated Development Plan (IDP) 2017

The IDP sets out a development plan for the area for the next five years (2017/22) and it does so

by taking into account all aspects namely economic, physical infrastructure, social, economic

and environmental, to ensure truly integrated development.

This includes creating an environment conducive to the development and growth of economic

investments. The IDP allocates resources both financial and human to projects that need to be

implemented in the municipality which is updated on an annual basis.

The IDP vision is;

‘An economically viable district with effective infrastructure that supports job creation

through economic growth, rural development and promotion of our heritage’

In order to achieve this vision the district prioritises the ‘growth and development of the economy

through private sector initiatives and investment to maximize employment creation and income

generation’. It also states that a strong and rapidly growing economy will assist with addressing

service backlogs.

The IDP also prioritises the need for an enabling environment to be created in which the private

sector could be empowered to compete effectively in international markets. Other approaches

to development include protection and management of the natural environment in accordance

with international standards and practices to ensure that long term sustainability of the

communities, tourism and manufacturing practices. In addition, community capacity building

and health care provision is prioritized for socio-economic development. The strategic priorities

identified include:

Governance and Institutional Development,


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Strategic Infrastructure Development (including roads, airport, ICT Infrastructure, rail

networks, harbour, etc.

Basic Services,

Employment and job creation through economic growth,

Human Resource Development,

Rural Development and Food Security,

Sustainable Human Settlement and Land Management,

Community Development and Social Services,

Environmental and Resource Management.

The IDP states that manufacturing is the main economic sector and the comparative advantages

are; the broad-based tourism appeal, from unique bird watching through to luxury

accommodation and cultural happenings, the agricultural sector dominates the district’s

economy with key products being sugar cane and timber production. Animal husbandry (cattle)

and citrus farming are also significant commercial ventures, the agricultural sector impacts

significantly on employment, income generation, economic linkages, land tenure and land

reform and environmental considerations in the district. Another comparative advantage is that

the District is strategically located on main transportation routes such as the N2 Highway, the R34

and the R66.


Looking carefully at the strategic advantages identified for the District Municipality, it is clear that

some of the District’s competitive advantages fall within uMlalazi. Key goals are related directly to

uMlalazi Local Municipality and its strategic location within District Municipality.

Building upon strategic location.

Export focus.

Cultural and heritage tourism opportunities.

Importance of the Green Economy (sustainable energy production).

2.3.3 King Cetshwayo Spatial Development Framework 2015

The Spatial Development Framework (SDF) provides an overarching master plan for spatial

development within the District Municipality. The vision for the municipality confirms the intension

of creating a community-orientated local authority committed to sustainable development and

affordable service provision. This is the basic guide to actions and strategies proposed in this SDF

in working towards realising the vision.


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The Spatial Development Framework is governed by the following spatial principles formulated as

part of the Spatial Planning and Land Use Management (SPLUMA) as listed below:

Spatial justice.

Spatial sustainability.

Spatial efficiency.

Spatial resilience.

The spatial vision for the District is to achieve a spatial structure which promotes the sustainable

utilisation of the Districts infrastructural, social and economic resources with the aim of equitable

service delivery within the urban as well as rural areas.

Implication to uMlalazi LED:

The SDF highlights spatially the importance of key features that form part of the district’s

investment Framework.

The N2 development corridor in the district plays a particularly vital role in terms of investment

strategy due to the link that it has with surrounding development zones and centres.

2.3.4 King Cetshwayo District Investment Promotion and Facilitation Strategy

The investment promotion and facilitation strategy for uThungulu identified the following key

barriers to investment.

Declining agricultural industry: due to labour costs and mill agreements, also due to land

reform processes,

Difficult to drive investment in all areas due to lack of potential and distance from main

corridors,

Diverse economy can provide a challenge as each sector needs to be marketed

intensely,

Unemployment and job losses,

Existing businesses not looking to reinvest (lack of business retention and expansion),

Funding, unemployment and crime,

Lack of new foreign investment in areas other than Richards Bay,

The perception of corruption impacts on profitability.

The barriers stated above will need to be overcome to create an enabling environment for

economic development. In order to address these barriers, the investment promotion and

facilitation strategy endorses the following strategic objectives:


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Investment promotion and marketing

Business development, retention and expansion

Knowledge management

Institutional capacity development and coordination

Infrastructure development, land access and spatial planning

Strategic sectoral development


Focus on the promotion and facilitation of investment in uMlalazi.

The importance of developing a detailed marketing strategy to target specific sectors and

attract investment.

Equal emphasis must be placed on after-care services to ensure that investments remain

within the Municipality.

Monitoring and evaluation is essential in order to refine policies and programmes that are

implemented.

2.3.5 Agri-Parks Master Plan

There are a significant number of projects that have been initiated by the department to enhance

agricultural development in the District. These projects are situated in all municipalities making the

King Cetshwayo District Municipality.

Although a large number of commodities can be grown within this area, selected commodities

that are consumed in large quantities within the province would have a definite offset market. The

commodities identified includes the following:

Vegetables

Poultry

o Livestock

o Cattle

o Pigs

o Sheep

Crops:

o Maize

o Sugar cane

Forestry


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The Agri-Parks Master Plan has identified the Eshowe as the main Hub, within the King Cetshwayo

District. The location is viewed as the central point for the five (5) local municipalities in the district.

Agri-Hub location


Focus on farmers production support;

Promoting the agricultural sector within the area;

Ensuring that agro-processing activities are being implemented within the Municipality.

2.3.6 Revised Tourism Strategy for uThungulu2 District Municipality, 2009

A Tourism Plan developed in 2003 for the then known as UThungulu District (now known as King

Cetshwayo District) and later reviewed in 2009 provides clear guidelines to achieve sustainable

tourism development within King Cetshwayo area by setting and achieving implementable,

realistic goals and objectives as well as tourism project implementation plans. Tourism strategies

as identified in the plan are focused on the improvement of tourism products which will add value

to tourism within the district. Projects as identified from the strategies are in line with National and

Provincial strategies and programmes and will assist economic development and investment in

King Cetshwayo.

The main project findings and tourism vision suggested an agreement to the principle to develop

King Cetshwayo, manage, brand and market the areas as a “unique tourism destination” within

2 This document was prepared prior to the change in name from uThungulu to King Cetshwayo District Municipality. For

ease of understanding uThungulu has been changed to King Cetshwayo but the title of the document has been left

unchanged.


39

the existing provincial tourism branding, thereby increasing the number of domestic and foreign

tourism visits.

The strategy is guided by the following vision:

“To develop and market holistic tourism products that utilise the competitive advantages that

uThungulu (King Cetshwayo) District enjoys in ecological/wildlife and cultural/heritage

attractions in such a way as to appeal to a broad, and international in scope, tourism market,

creating new flows of tourists in the region and also capturing a substantial share of the existing

tourism trade which currently passes through the district and to ensure that tourism contributes

toward local economic development though the active involvement of communities in tourism

projects and the strengthening of linkages with the SMME Sector”.

Achieving the King Cetshwayo District tourism vision requires that several intermediate objectives

be targeted. These objectives have been identified as follows:

Increase tourist footfall in King Cetshwayo District.

Appeal to high spending tourist market segments and encourage increased spend.

Enhance linkages with established tourism attractions in the region.

Create an easily recognisable tourism brand identity for King Cetshwayo District.

Maximise the community benefit of tourism in the district.

The King Cetshwayo Municipality Tourism Development Plan prepared in August 2003 listed

strategic projects key to achieving the tourism development objectives of the municipality.


The projects from the tourism strategy have the potential to maximise the district’s tourism

potential with the economic spinoff in uMlalazi.

These strategies set the foundations on which specific local tourism initiatives can be built

upon.

2.3.7 Kind Cetshwayo District Municipality LED Strategy

The Kind Cetshwayo District Municipality identifies local economic development (LED) as one of

its key performance areas (KPAs), and a strategic area of intervention. The Kind Cetshwayo LED

Strategy includes the following local economic development goals.15

Grow tourism

Grow manufacturing

Support agricultural development

Enhance the ICT sector

LED support mechanisms


40

The Kind Cetshwayo LED plan highlights agriculture as one of the region’s comparative

advantages, with the agriculture sector playing a strong role in the district’s economy. Sugar cane

and timber production are the dominant production products, with cattle and citrus farming also

providing significant commercial ventures. Agriculture is therefore cited as a sector that impacts

significantly on employment, income generation land tenure, land reform and environmental

considerations in the region.


1. Alignment with other District Projects

2. Partnership with District Development Agency (Enterprise iLembe) for implementation

3. Long Term as well as Short Term focus for projects

2.3.8 Cetshwayo Agricultural Development Plan Review

The objective of the Agricultural Development Plan was to identify specific programmes and

projects to address rural poverty and stimulate job creation. The Kind Cetshwayo agricultural

development plan has recently been reviewed, and has the following vision: “To develop the

agricultural potential of Kind Cetshwayo through “climate-smart”, ecologically sustainable

policies, practices and financing at the levels of food security production, small farmer and

commercial agricultural production, processing and marketing, so that agriculture regains its

position as an essential contributor to economic and social stability within the district.” To support

the achievement of the vision, the Reviewed Agricultural Development Plan has the following

objectives:

To create an enabling policy and institutional environment at local level to facilitate

climate-smart and ecologically sustainable agriculture;

To encourage the adoption of agricultural systems and practices that are responsive to

the challenges of climate change and the need for environmental and ecologically

sustainable futures;

To investigate financial and investment opportunities and mechanisms that will assist

farmers at all three levels of production to adopt climate-smart and ultimately financially

and economically smart agricultural practices;

To promote training, capacity building and mentorship in order to improve skills levels in

agriculture amongst farmers, extension officers and all other relevant stakeholders with the

aim of optimising information, understanding and knowledge of environmentally,

ecologically and socially sustainable agricultural practices;

To promote processing and marketing of produce in Kind Cetshwayo: and


41

To facilitate access to production inputs and transport for farmers at all three levels of

production

To achieve these objectives and ultimately the Kind Cetshwayo District Municipality Agricultural

Development Plan vision, programmes of work have been identified. These include putting in

place an institutional Framework for agriculture in the district, and developing climate smart,

sustainable agriculture in the region. Each programme of work is supported by a package of

projects. The Kind Cetshwayo district is proceeding with the establishment of their Agricultural

Development Forum, which aims to improve service delivery, communication and liaison across

the district on agriculture, with the ultimate goal of ensuring the implementation of the Reviewed

Kind Cetshwayo Agricultural Development Plan.


1. Alignment with other agricultural projects

2. Partnership with the Department of Rural Development and Land Reform to establish the

farmers production support units (FPSUs) in the Municipality

2.4 Review of Local Documentation

2.4.1 uMlalazi Integrated Development Plan (IDP) 2017

The uMlalazi Municipality in an effort to align with the national and provincial plans has adopted

a vision geared towards 2035 which is “To provide sustainable services and development to all

communities by 2035 with emphasis on infrastructure, social and economic development in a safe

and healthy environment managed by visionary and ethical leadership”. The vision aims to assist

in guiding the municipality toward decisions that will be made and actions that will be taken.

During the municipal annual strategic planning session which was held in Durban from the 24th to

the 27th of October 2016, management as well as the chairperson’s of the portfolio committee

resolved to amend the existing municipal vision so as to revitalize and breathe new life into the

municipality’s commitment to bettering the lives of the communities within uMlalazi Municipality.

Hence, the proposed revised vision is as follows;

Municipal Vision:

“A model municipality for community empowerment and provision of services by a

transformed institution in an area where everyone lives in harmony by 2035”


42

As part of the revision of the long term vision for the municipality, inevitably the mission will also be

amended to be in line with the new proposed vision. Below are the commitments, in the form of

mission statements, in which the municipality proposes to adopt;

The uMlalazi municipality in partnership with its community will strive to:

• Create sustainable and better services for all;

• Ensure a skilled, motivated and committed workforce;

• Create mutual trust and understanding between the municipality and the community through

effective communication

• Emphasize better usage of resources;

• Provide infrastructure and build investor confidence;

• Enhance Batho - Pele principles and B2B pillars;

• Create a safe environment for all;

• Improve the Green Economy of our community by partnering with all stakeholders to create

clean & safe place where people live and work;

• Ensure effective land use management that take cognizance of sound environmental practices;

• Enhance good governance through leadership excellence & community participation;

• Facilitate institutional transformation;

• Ensure continued sound financial management;

Provide services to the entire community with diligence and empathy; and

Apply good and transparent corporate governance to promote community prosperity.


Planning around key and strategic projects.

Nodal development and linkages.

Sustainable development and the green economy.

Tourism and a strategic sector for intervention.

Cognisance of spatial equity in development.

2.4.2 uMlalazi Spatial Development Framework

uMlalazi Spatial Development Framework was developed with the intention of providing a widely

agreed strategic direction of the future development of the Municipality. The SDF started by:

o Understanding the present status of development,

o Analysing the wider context,


43

o Establishing a spatial development vision,

o Identifying principles, concepts and strategies,

o The development framework,

o Implementation guidelines.

Further the framework has set up a number of strategies including the following:

o Properties - Ensure proper control exercised over all properties registered in Council’s

name and all properties under Council’s jurisdiction (acquisitions, alienation’s, street

closures, subdivisions, consolidations).

o Town Planning: improve town planning to be proactive in the development of uMlalazi

not only application responsive.

o Ensure the execution of integrated development planning.

o Establish an effective Land Use Management systems that is in line with the SPLUMA.

It should be noted that SDF has highlighted the primary and secondary investment nodes and

corridors based on the local opportunities of the area.


The areas of higher agricultural potential within uMlalazi should be used for agricultural

purpose. Primary goods are costly to transport and this significantly impacts on profit

margins. The importance of value-adding cannot be understated. The uMlalazi LED and

Strategy needs to identify and focus on a number of niche value-adding markets for the

municipality.

Service delivery at key nodes needs to be focussed on an improved there needs to be a

greater variety of services at these nodes.

Linkages between key nodes need to be strengthened.

There needs to be a focus on LED planning that is area-specific.

Environmental tourism is key and therefore cognisance needs to be taken of the

importance of preserving the natural environment for tourism development.

2.5 ROLES OF GOVERNMENT IN LED

2.5.1 NATIONAL GOVERNMENT

The roles of the National Government in LED are:


44

To create a National LED Forum, which is a coordinating and facilitating body that

oversees and encourages coordination of resources in a non-prescriptive and creative

way;

To co-ordinate and facilitate policies and programs that have an impact on LED;

To continually review the effects of laws and regulations that either directly or indirectly

impact on LED and of the growth and survival of small enterprises;

To create a monitoring and evaluation system on the successes and failures of LED

interventions.

2.5.2 PROVINCIAL GOVERNMENT

The KwaZulu-Natal Provincial Government facilitates LED implementation by:

Planning and supporting for LED in a coordinated manner;

Ensuring that municipal IDPs combine to form a viable development framework across the

province (i.e. KwaZulu-Natal) and that they are vertically integrated with the Provincial

Growth and Development Strategy (PGDS);

Ensuring that high-quality PGDS plans are prepared, rather than that the sectoral plans of

provincial departments and parastatals are detached from the perceived needs of the

municipalities as indicated in their IDPs.

2.5.3 LOCAL GOVERNMENT

Local government is at the forefront of the campaign to create vibrant local economies. It is

working together with its components, namely district municipalities, metros, local municipalities

and wards to provide the necessary leadership to ensure that the process runs smoothly. Their roles

in LED are all stated below:

Local government must:

Create well-structured LED support and permanent information and monitoring bodies,

which are directly responsible to the executive council and municipal managers;

Ensure that the LED component of IDPs is strengthened through a participatory process,

which involves stakeholders from the public and private sectors. The latter includes NGOs

and target communities. This process should be undertaken in close consultation with the

PGDS process and the provincial government departments and parastatals involved in

LED processes;

Encourage public and private stakeholders (including NGOs and CBOs) and producer

groups to form partnerships. Provided they wish to form economic development agencies


45

or other forms of an implementing body, then local government should provide advice

and technical assistance on the best way to achieve and operate such institutional

arrangements;

Take the lead in the Developmental LED process. This process requires innovative thinking

and ability to search for new ways of addressing development challenges on the part of

local actors. It is focused on the initiative of local actors and the mobilisation of local

resources, as opposed to heavy dependence on external investment and assistance;

For the success of the participatory process and to ensure that opportunities are available

for the majority of community to be involved in the identification of sustainable

opportunities, local governments must form their own LED forum, appoint local officers to

be in charge of community outreach; and stimulate the local population to participate in

the identification and exploitation of the opportunities.


46

Chapter 3 Review of the 2013 LED Strategy

3.1 UMLALAZI STRATEGY

PROJECTS (2013)

3.2 IDENTIFIED

CHALLENGES RELATED

TO LED PROJECTS’

IMPLEMENTATION


47

3 REVIEW OF THE 2013 LED STRATEGY

3.1 UMlalazi STRATEGY PROJECTS (2013)

The following table lists the projects identified in the previous uMlalazi LED Strategy in 2013.

Table 1: UMlalazi 2013 LED Strategy Projects

SECTOR PROJECT NAME STATUS

Agriculture

Completed

In progress

Develop a formal platform for engagement between

Agricultural Association, Municipal officials, DAEA, AFASA and

ADA

Not done

Establish a consolidated database of commercial and

emerging farmers as well as their products

Partially

done

Identification of commercial farmers willing to provide

mentorships and identification of emerging farmers willing to

commit to mentorships

Not done

Coordinate with KCDM’s project of establishment of formal

fresh farmers markets for emerging and small-scale farmers

Completed

Study investigating the replication of successful specialised

crops like tea, medicinal plants and essential oils in partnership

with KCDM, EDTEA and DTI

In progress

Agro-Processing Plant for the citrus industry Not done

Bio-fuel plant

District but

failed

Tourism

Action plan to support establishment of business and event

tourism like a municipal guidelines pack for tourism events that

can guide event organisers

Not done

Diversification of the tourism sector by promoting the

development of adventure tourism and township tours

Planned

Promote the expansion of the cultural tourism offerings

This will be

combined

with

township

tourism

Establishment of a one-stop information centre and craft hub

that can serve as a meeting point for tourism guides

Planned

Marketing of the region at national and international shows and

exhibitions in conjunction with TiKZN

Ongoing

Identification and lobbying for funding for new tourism signage Ongoing

Upgrade and maintain the Old Fort Building Museum (Fort

Nonqayi)

Planned

Upgrade and maintain the caravan park ablution block Planned

Develop walkways and fencing around the Mpushini Waterfalls

in uMlalazi

Not done

Expansion and

development

Coordinate with existing programmes like EPWP Working for

Roads for the upgrading of the road network

Ongoing


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of strategic

economic

infrastructure

Determine the needs of manufacturers in terms of a rail line for

freight cargo and coordinate with Transnet

Not done

Coordinate with existing programmes for the development of

infrastructure (water provision; electricity supply) in conjunction

with EDTEA, DPW and DWA

Ongoing

Informal

economy

Undertake an informal economy strategy to identify key

challenges and implementation recommendations including:

Develop a registration and permit allocation system for informal

businesses; Establish a dedicated location for informal trade

with supporting facilities; Establish an association for informal

sector businesses to aid movement into the formal sector

Completed

Establish an SMME and cooperatives database and promote to

large businesses and ZCCI

Completed

Registering of SMMEs on municipal database systems Completed

Establish an annual small business innovation fair in conjunction

with KCDM and EDTEA that can be run in conjunction with the

Eshowe Heritage Fair

Completed

Supporting

manufacturing

sector

Develop a manufacturing sector expansion and diversification

plan outlining the vision of the sector

Not done

Identify, promote and assist manufacturers in accessing

national incentives that are available (particularly for new

technology and renewable energy products)

In progress

internal

Identification of future potential industrial nodes In progress

Assist SMMEs in packaging funding applications to existing funds

for manufacturing opportunities

Completed

Determine suitable incentives for manufacturers that offer

apprenticeship and internship opportunities

In progress

Institutional

Establishment of an LED Forum Not done

Encourage the improvement of intergovernmental relations (all

spheres of government, SOEs, NGOs and traditional authorities)

through information sharing and project feedback

Ongoing

Building LED capacity in the Municipality through strategic

partnerships with KCDM, EDTEA and COGTA

Completed

Compile a database of all potential funding sources for LED

implementation as well as previous examples of funding

applications

Ongoing

Roll-out of a Business Retention and Expansion programme that

is run between the municipality, ZCCI and TIKZN

Not done

Targeted reduction of red-tape and municipal administrative

processing times

Completed

Training

/Capacity

Building

Facilitate an SMME business skills programme (SEDA or EDTEA

programme)

Ongoing

Facilitate training for informal businesses (SEDA or EDTEA

programme)

Ongoing

Promote trades as employment opportunities to young people

(like hairdressers, carpenters, electricians, plumbers, etc.)

through linkages with FET college

Ongoing

Establish a platform for engagement between tertiary

institutions and business to ensure programmes are aligned with

industry demand

Not done


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Investigate the establishment of additional higher education

campuses

Not done

Development a marketing and retention programme in

conjunction with ZCCI that focusses on a quality of life

promotion in order to retain skilled residents in uMlalazi

Not done

Source: LED Strategy 2013

As indicated in the previous table, some of the LED projects have been implemented or are in the

process of implementation. However, some have not made any progress thus far due to various

challenges as discussed in the following section.

3.2 IDENTIFIED CHALLENGES RELATED TO LED PROJECTS’ IMPLEMENTATION

Some of the key challenges identified in discussions with the LED Manager, relating to the planning

and implementation of LED projects, in uMlalazi are listed below:

Difficulty in sourcing funding for the implementation of LED projects;

Lack of coordination between the private and public sector (especially provincial and

national departments relevant to the project);

Shortage of skilled local government officials to act as facilitators of LED initiatives;

Difficulties in accessing land;

Correct appointment of contractors;

Low levels of skills development and training in LED in the wider community;

Stakeholder and community conflicts of interest; and

Lack of supporting bulk infrastructure making investment activities difficult.

Unavailability of Tourism and Agricultural Sector Plans.

Unavailability of Business Retention and Expansion Strategy for the Municipality.

Unavailability of local LED Forum to drive LED in the municipal area.


50

Chapter 4 uMlalazi Spatial Dynamics

4.1 MAJOR NODES

4.2 AREAS OF KEY POTENTIAL

DEVELOPMENT GROWTH (NODES)

4.3 TERTIARY CENTRES

4.4 OTHER AREAS OF POTENTIAL

GROWTH

4.5 BROAD LAND USES

4.6 ENVIRONMENTAL ANALYSIS


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4 UMLALAZI SPATIAL DYNAMICS

The uMlalazi Local Municipality (KZN284) is situated along the north eastern coast of Kwa Zulu Natal

(KZNl), 140km north east of Durban. The eastern portion of uMlalazi Local Municipality lies on the

N2 National and Provincial Development Corridor linking two major economic hubs of Richards

Bay and Durban. uMlalazi Municipality is located within King Cetshwayo District, which comprises

of five local municipalities namely;

o uMfolozi LM (KZ 281)

o uMhlathuze LM (KZ 282)

o uMlalazi LM (KZ 284)

o Mthonjaneni LM (KZ 285)

o Nkandla LM (KZ 286)

It is bordered by ILembe District Municipality (Mandeni Municipality to the south and Maphumulo

Municipality to the southwest). Towards the western regions, the municipality borders Nkandla

Municipality and Mthonjaneni Municipality, and is bordered north-westerly by Mthonjaneni

Municipality and to the north, uMhlathuze Municipality.

The Municipality borders on the Indian Ocean on the eastern coastline which stretches

approximately 19.35km, from Mandeni Municipality to uMhlathuze Municipality. In addition, the

municipal area covers 2 217km2, one of the largest local authority areas in South Africa. There are

27 wards and 14 tribal authority areas. The uMlalazi Municipality is crossed by a number of

important transportation routes, such as the N2 Motorway between Durban and Richards Bay, the

R34 between Richards Bay/ Empangeni and Nkwaleni valley to the north of Eshowe, and the R66

from the N2 Motorway to Gingindlovu, Eshowe, Melmoth, Ulundi and Vryheid. The famous Zulu

Heritage Route R66 has a lot of historical and cultural significance and is promoted a tourism route.


52

4.1 Primary Corridors

N2 Highway & R102 - The two routes are aligned parallel to each other in the south-eastern sector

of the uMlalazi municipal area. It offers access to Richards Bay/Empangeni, as well as the three

Secondary Centres (Gingindlovu, Mvutshini and Mtunzini).

The R66 - The R66 can be considered to be an as important transportation route within the uMlalazi

Area as the N2 Highway. Emphasis is placed on the R66 in that it forms an almost central spine

through the municipal area as well the location of the Primary Administrative Centre, two

Secondary Centres and three Tertiary Centres on it. It is a road that links the uMlalazi Area with the

rest of the KwaZulu Natal interior and with the N2 Highway which in turn links to Richards

Bay/Empangeni to the north, and Durban to the south.

The R34 - This route is located in the north of the municipal area and is the current most effective

link between The R66 (between Melmoth and Eshowe) and Richards Bay Empangeni. Only one

Tertiary Centre has been identified in relation to this road (Nkwaleni). The reason is the fact that

the area, within which this road is aligned through the uMlalazi Local Municipality, is dominated

by commercial farming, which discourages nodal development. The importance of this road is in

its link with the District Centre of Richards Bay/Empangeni.


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uMlalazi Local Municipality is anchored by three major nodes – Eshowe, Gingindlovu and Mtunzini.

The municipal area has pockets of deep rural and densely settled communities. There are large

areas of commercial farming, although sugar has been in decline in the region over the past

decade and there are also significant areas under traditional agriculture.

4.2 Secondary Corridors

The P710 - This route is aligned along the western/south-western boundary of the municipal area.

It links Mandeni to the south of Eshowe, with Mbongolwane, a Secondary Centre. Two other

Tertiary Centres are located along the route. The road is presently gravel-surfaced, and has been

identified in the uMlalazi IDP for upgrading by means of tarring. The route serves the farming areas

alongside it as well as scattered human settlements.

The P50 - This route links Eshowe and Nkandla to the north-west of Eshowe. It also links Entumeni

with Eshowe and Mbongolwane is on this route. This corridor services an agricultural area of

considerable size and will become increasingly important with the implementation of the

Mbambiswano/Entumeni Agricultural project. The route is aligned through areas of outstanding

agricultural quality.

The P15 - This corridor establishes a road link between Kranskop and the P50. It is aligned through

areas that accommodate the poorer section of the uMlalazi population. The road is generally in

a poor condition and has a gravel surface. If improved to an acceptable standard, it will

encourage traffic movement between the areas of Greytown/Kranskop and Eshowe, as it will

shorten the traveling distance to a considerable extent. The route also serves farming areas and

areas of human settlement.

4.3 Tertiary Corridors

The P230 - This is identified as a Tertiary Corridor for the present, but it is expected that this route,

which is identified for upgrading will develop over the medium term into a Secondary Corridor.

Not only the improved condition of the road will contribute to this, but also there are already two

Secondary Centres (Ndlangubo and Nkume) and two Tertiary Centres (Ondini and Oquqeni),

located along it. It is also a route, which is used extensively by tourists visiting the area. Added to

this, it presents a shorter traveling distance between Richards Bay/Empangeni and Eshowe, when


54

compared to the R34. The alternative route is the R34, which is aligned to the north of the

municipal area and has a tarred surface.

The D258 - This tertiary corridor links the R102 (Primary Corridor) with the P230 and is aligned through

an area of agricultural production to the east of the Ongoye Forest. The importance of this corridor

is the link it provides between the two aforesaid corridors.

The D356 - This tertiary corridor is aligned between Eshowe and the P710 and serves some

scattered human settlements and areas of agricultural production.

4.4 Development Centres

4.4.1 Eshowe

Eshowe is the biggest node within uMlalazi. It serves as the administrative and services centre for

the municipality due to its diverse economy and level of infrastructure and services. The uMlalazi

IDP refers to Eshowe as the Primary Administration Centre.

Eshowe is located along the R66 in the centre of the municipality. It has an established town centre

with surrounding residential suburbs as well as an industrial area to the north.

The town of Eshowe is of great historical significance in that it is the birthplace of King Cetshwayo,

who was king of the Zulu’s during the Anglo-Zulu War of 1879. There are several tourist destinations

around Eshowe including the Dlinza Forest.

4.4.2 Gingindlovu

Gingindlovu is a significantly smaller urban node which provides services to the immediate

surrounding rural areas. The town is located at the intersection between the R102 and the R66,

within close proximity to the N2.

According to the uMlalazi IDP it has a good level of infrastructure but social services are somewhat

lacking. It is classified as an Upper Secondary Centre. The town is divided in two by the railroad

with the residential area to the north and the business and manufacturing area to the south.


55

4.4.3 Mtunzini

Mtunzini is a small coastal town bordering the uMlalazi Nature Reserve. The town is situated

adjacent to the N2 on the eastern end of the municipality.

A number of the residents commute to Richards Bay and Empangeni as few employment

opportunities exist in Mtunzini. The centre is located in proximity to both the R102 and N2 Motorway,

allowing significant mobility for commuters. The town is classified as an Upper Secondary Centre

by the uMlalazi IDP. There is a strong emphasis on conservation among the residents of the town.

However, the National Department of Minerals Resources have recently granted Tronox (formerly

known as Exxaro) permission to mine Heavy Mineral Sands south of Mtunzini.

4.5 Lower Secondary Centres

Lower Secondary Centres: - are a number of smaller settlements within the Municipality which

have developed as a result of population concentration. These minor centres service the

adjacent rural areas and are complimented by basic engineering services/infrastructure and

community facilities, transport nodes and basic public and administration facilities. The following

areas are recommended as Lower Secondary Centres in the uMlalazi IDP 2017/2022 Review

document. They include:

Mbongolwane – is located approximately 25km to the west of Eshowe, on the P50. The P50

also links Eshowe and Nkandla, further to the north-west of Eshowe. The Mbongolwane area

has a local hospital which serves the community of area and the near surrounding areas as

well as other social-services such as a local police station, clinic, schools and a mission area.

Mbongolwane is currently serviced by informal traders and local spaza shops.

Nkume – situated along the R66, approximately 10km north of Eshowe. This settlement has

grown rapidly over the past 5 years and certainly constitutes an emerging settlement. The

proximity of this centre to the junction between the P230 and the R66 has influenced the

development thereof. Proximity to Eshowe as the economic hub of the area makes the centre

a popular destination in respect of residential accommodation.

Mvutshini – is located in proximity to the R66 and N2 Motorway between Gingindlovu and

Eshowe. It is a centre, which has developed as a result of proximity to both Gingindlovu and


56

Mtunzini, where a higher level of services is available. The proximity to both the R102 and the

N2 Motorway has also influenced the development of this area as a Secondary Centre.

Ndlangubo - is located on the P230, between Empangeni and the R66. The P230 links with the

R66 approximately 10km north of Eshowe. It is an important transportation route and is also an

identified tertiary corridor. The importance of this route is that it shortens the traveling distance

between Richards Bay/Empangeni and Eshowe, as it offers a more direct route than the R34

and R66. The R34 is a Primary Corridor and has a tarred surface.

Khomo – Is located on the uMlalazi/Nkandla Local Municipality border and is closer to Nkandla

than Eshowe. It is located in proximity to the P50, at the P15 and P50 split. The P50 is a

Secondary Corridor from a transportation point of view.

4.6 Tertiary Centres

In general terms, the Tertiary Centres areas said to be emerging centres characterized by

population densification, with basic administrative functions being available. There are localized

services such as a primary school, a pension pay point, postal service, public phones, local

(informal) markets, transport facilities and minor commercial enterprises. It is again of significance

to note that the Tertiary Centres are also located on or near important transportation routes.

Nkwaleni – Is located approximately 30km north of Eshowe between the R34 from Empangeni

and the R66 between Eshowe and Melmoth. It is a highly accessible centre and according to

the uMlalazi IDP development in and around it should be encouraged. It is surrounded by

commercial farming areas.

Nteneshane - Is located in the east of the municipal area on the D518, which links the R102

and the P230, both roads being tertiary transportation corridors. According to the IDP these

roads have played a significant role in the establishment of this centre.

Ondini - Is located on the P230, almost midway between Empangeni and Eshowe. The role

that the P230 is fulfilling in the context of linking settlements again comes to the forefront.

Development may be regarded as a result of proximity to Ndlangubo, a Secondary Centre.


57

Danyini - is located on the D356, in relative close proximity to Eshowe. It can be expected that

the growth rate will be slow, given the proximity to Eshowe and the proximity to Samungu,

which is showing a faster growth rate.

Oquqeni - it is a centre that is located on the P230, further underlining the importance of this

transportation route as a functional route. The rate of development of this centre may also be

regarded as a result of proximity to Nkume, a Secondary Centre.

Samungu - Is located on the D356 approximately 88km to the south west of Eshowe town.

Shayinga - Is also located on the P710 and is in relative close Eshowe town Shayinga. Shayinga

is a rural area that falls within the jurisdiction of the uMlalazi local Municipality. Shayinga is

currently being serviced with less formal trading shops and general stores with other

community facilities such as schools.

Imphaphala – Is located on the west of Eshowe town It is located to the west of Eshowe, on

the P50, a secondary transportation corridor. It is located midway between Mbongolwane

(Secondary Centre) and Eshowe (Primary Administrative Centre).

Nkulisabantwana - Is located at the junction between the D356, a tertiary transportation

corridor linking Eshowe with the P710, and the P710, a secondary transportation corridor to the

west and south-west of Eshowe. The area is serviced by local tuck shops, general stores and

other local shops.

Ziphambanweni – This centre is emerging as a Tertiary Centre because of its locality on the

R66, midway between Gingindlovu and Eshowe. Ease of access to both Eshowe (The Primary

administrative Centre) and Gingindlovu (Secondary Centre) will popularize this centre. It is also

located at the junction between the D884 and the R66, the first mentioned road linking the

R102 and the R66.

Nyanini - It is only a few kilometers to the south-east of Eshowe on the R66. Proximity to the

Primary Administrative Centre will tend to slow the tempo of development in this centre.


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4.7 Other Areas of Potential Growth

Emlalazi - Emlalazi is a small rural village located in uMlalazi Municipality characterised by rural

homesteads “imizi”, with the population that has been growing rapidly over the past years.

The Emlalazi village falls in-between Nkwaleni village and Eshowe town along the R66, and

spills on each end of the Eshowe-Babanango Tourism corridor. The area is currently being

serviced by informal retail stores and spaza shops.

King Dinuzulu Township - The King Dinuzulu Township is located approximately 5 km away from

Eshowe town centre. King Dinuzulu has great potential for growth as and has been identified

as a tertiary node in the uMlalazi Spatial Development Plan. King Dinuzulu is a local township

of Eshowe densely populated with a few emerging informal trading areas.

Mpumaze - Mpumaze is a rural village located approximately away 16km from Eshowe town.

Mpumaze is currently being serviced by local primary schools and a high school the

community has access to informal local shops, spazas and general stores.

Ntumeni village - Is located at approximately 20km west of the Eshowe town. The Ntumeni

village is serviced by local informal shops and other general stores.

Zuma village - The Zuma Village is located within the jurisdiction of Nkandla Local Municipality

and some portions fall under the uMlalazi Local Municipality and is said to the “Umlalazi-

Nkandla Smart Growth Centre” which is currently being developed as part of the rural

development programme.

4.8 BROAD LAND USES

The uMlalazi Area is dominated by a band of commercial farms covering an area from the west

of Eshowe and along the R66 to Gingindlovu and northwards along the N2 Motorway to north of

Mtunzini. One isolated area of commercial farming is located in the north of the municipal area

and straddles the R34, and includes the Nkwaleni Valley. These areas are characterised by

intensive agricultural practices, where land management is of the highest order.

Agricultural production is focused on sugar cane, some timber production and citrus farming

occurs in the Nkwaleni Valley. The largest portion of the municipal area is covered by land in the

ownership of the Ingonyama Trust Board and farming activities are extensive. This area is also


59

characterized by poor land management practices and presents a challenge in respect of the

unlocking of the agricultural potential that exists. This area also accommodates scattered

residential settlements posing considerable pressures in respect of the provision of basic services.

The provision of water and sanitation is addressed in the uMlalazi IDP and the improvement of

roads and accessibility also features prominently in the identified capital projects.

The uMlalazi Area features some important conservation areas that require careful management

in the unfolding development pattern:

The Ongoye Forest is located in the east of the municipal area and is a nature reserve,

attracting local and foreign visitors.

The Entumeni Nature Reserve, which is located to the west of Eshowe and is protected by

Ezemvelo KZN.

The Mbongolwane Wetland, which is at present not demarcated, but will be protected. It

will be identified as a Management Area in terms of the uMlalazi Land Use Management

System.

The Dlinza Forest, which is located within the town of Eshowe and is a nature reserve.

One of the outstanding features in the uMlalazi Area is the coastal zone from north of Mtunzini to

the Amatikulu River mouth. It covers an area of approximately 19.35 km in length. This coastline

presents outstanding opportunities in respect of tourism and recreational facilities. The so-called

Siyaya Coastal Park will be included as a Management Area in terms of the uMlalazi Land Use

Management System. It must also be noted that there are mining rights allocated to areas south

of Mtunzini.

4.8.1 Land Ownership

There are isolated pockets of state land evident in the central parts and the northern parts of the

Municipal Area. Further, as indicated previously, there are private commercial farms in the south-

east, the central parts and the northern parts of the Municipal Area. The balance of the Municipal

Area falls under the Ingonyama Trusts Board. (ITB).

4.8.2 Land Claims

Settled land claims constitute some 1.75% of the Municipal Area (or some 38.74km2). Land claims

which have been gazetted but not yet settled affects some 2.66% (or 59.07km2) of the Municipal

Area.


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Table 2: Land Trends

LAND CLAIMS STATUS KM2 % OF TOTAL GAZETTED

LAND CLAIM AREA

% OF TOTAL

MUNICIPAL AREA

Settled 38.74 39.61% 1.75%

Not yet Settled 59.07 60.39% 2.66%

Total Gazetted 97.81 100.00% 4.41%

Total Municipal Area 2217.00

Source: IDP 2017

4.9 ENVIRONMENTAL ANALYSIS

4.9.1 Habitats

The following critical habitat types exist within the municipality:

• Coastal Dune forest

• Riverine / riparian and swamp forest

• Secondary grassland

• Wetland

• Estuaries (uMlalazi and Siyaya)

• Mangrove swamp and salt flats

• Open space within the towns

• Natural vegetation

• Open woodland and forests

4.9.2 Key Hydrological Features

The UMLALAZI ESTUARY

The estuary is easily accessible by road and lies below the Mtunzini Village. The river is

approximately 54 km long with a catchment area of 492 sq. km. approximately 46% of the

catchment land-cover of the uMlalazi system is agriculture and consists mainly subsistence

farming, sugar cane and commercial forestry. About 1% of the catchment is urban comprising

mainly the residential and industrial developments associated with of the coastal village of

Mtunzini and the town of Eshowe further inland. The catchment does not appear to be degraded

and about 53% of the catchment is natural. This natural vegetation is comprised of grassland, bush

land and forest.


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There have however been reports of bank erosion as a result of ploughing close to the river’s edge.

About 72 % of the catchment falls within traditional Ingonyama Trust Board area. The surrounds of

the estuary however are owned by the state and managed by Ezemvelo KZN Wildlife.

THE MBONGOLWANE WETLANDS

The Mbongolwane Wetlands has survived despite the fact that most wetlands within the municipal

area have been drained to make land available for commercial agriculture and this wetland

system is therefore particularly critical. Mbongolwane wetland is about 400 hectares and is a prime

example of a read marsh and remains wet even through the dry season. The wetland is a source

of reds used in the weaving of traditional mats. While a large majority of the wetland remains

under natural vegetation certain parts of the wetland have been drained for cultivation of root

vegetables.

4.9.3 PROTECTED AREAS

The Municipality has 4 proclaimed protected areas. These include the following:

4.9.3.1 DLINZA FOREST

Established in 1947, this 250 ha forest is uniquely situated within the urban environment of Eshowe.

The Dlinza Forest historically provided a burial site for the Zulu dead during the Anglo-Zulu War in

Eshowe. The forest is best known for its birds, two species in particular, the Spotted Thrush and

Delagorgues Pigeon are sought after by birdwatchers in the forest. Numerous other beautiful

species such as Green Coucal, Grey Cuckoo Shrike, Narina Trogon, Trumpeter Hornbill, Red

backed Mannikin, Green Twinspot and Crowned Eagle are found in the forest.

Numerous tree plaques provide information of biological interest and describe Zulu medicinal use

of the various trees.

4.9.3.2 ENTUMENI FOREST

Established in 1970, this little-known 750 ha reserve consists largely of a gorge covered by forest. It

can be found approximately 20 km from Eshowe on the Nkandla/Ntumeni Road. The Ntumeni

Forest is located on a beautiful but strenuous terrain, and consists of a spectacular waterfall on

the Ngoje stream. At this point the rare Longtailed Wagtails are often observed along the stream.

Birding can be very rewarding with species such as Delagorgues Pigeon, Brown Robin, Yellow

streaked Bulbul, Olive Woodpecker, Grey Cuckoo shrike and Black Cuckoo. As with the Dlinza

Forest, both blue duiker and bushbuck occur in the forest. The grasslands in the reserve are home

to a herd of zebra, and numerous grassland bird species such as the Lazy and Croaking Cisticola.


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4.9.3.3 ONGOYE FOREST

Ongoye Forest is an exceptionally rare and diverse habitat. It is probably the most famous

example of the extremely rare scarp forests. The Ongoye mountain range is well-drained by

numerous fast-flowing streams such as the uMlalazi and its tributaries the Thondo and the Intuze

arising from valley-head springs and is of great importance as a water catchment area. It has

large array of rare and endemic tree and plant species which include magnificent giant

umzimbeet, Millettia sutherlundii, forest mangosteen Garcinia gerrardii, forest water berry,

Syzygium gerrardii and pondoland fig Ficus bizanae amongst others.

The cycads Encephalartos ngoyanus and Encephalartos villosus are also found here. Birding and

hiking are also very popular all year round. There are about 130 bird species found on the reserve.

The green barbet is endemic to the forest. Bushbuck, red duiker and red squirrel are also found.

The giant Wood’s cycad, Encephalartos woodii, now extinct in the wild, but surviving at the

botanic gardens in Durban only occurred here. In the past, Ongoye Forest was protected by the

Zulu Royal household because of the medicinal value of the plants found there.

4.9.3.4 UMLALAZI COASTAL NATURE RESERVE

This coastal reserve is situated one km from Mtunzini on the KwaZulu-Natal North Coast. UMlalazi

was established as a protected area in 1948 and is 1 028 hectares in extent. Home of the palmnut

vulture, which is one of the rarest birds of prey in South Africa. There is an easy walk through one

of the best examples of mangrove swamps in South Africa, where several species of. Wildflowers

and a great variety of bird life can be seen.

4.9.4 BIODIVERSITY

The biodiversity resources of the country are considered to rank amongst the top ten nations with

exceptionally high levels of biodiversity resources, and as such, the country is of global importance

for biodiversity conservation, for a number of reasons, including the high levels of species-richness

and the high levels of endemism present (Department of Environmental Affairs and Tourism, 2002).

The uMlalazi Municipality lies within the Maputaland Coastal Plain, and its biodiversity is of

particular importance in a biodiversity-rich country, from a nature conservation perspective, for

intrinsic reasons, and for the ecosystem services (as below) it provides, as it occurs within one of

the two biodiversity hotspots.


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Human-kind (and all other creatures) is dependent on biodiversity and the ecosystem services, or

ecological goods and services, these provide. These biodiversity resources not only provide all

food, fiber, and a range of natural products (including medicines derived from plants, but are also

responsible for climate regulation, water production, and a range of social and spiritual benefits,

such as tourism.

4.9.5 CLIMATE CHANGE

As a result of the 2010 Kwanaloga Summit on Rural Development and Climate Change and based

on various international conferences of Parties to the United Nations Framework Convention on

Climate Change, the King Cetshwayo District Municipality is addressing climate change issues by

discussing how the recommendations of the Kwanaloga Summit on Rural Development and

Climate Change can be implemented.


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Chapter 5 Demographics & Socio-Economic

Profile

5.1 DEMOGRAPHY

5.2 ACCESS TO SERVICES

5.3 SECTORAL

CONTRIBUTION TO GVA

AND EMPLOYMENT


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5 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE

5.1 DEMOGRAPHY

UMlalazi is one of the populated municipalities of the King Cetshwayo District Municipality,

accounting for 23.9% of the district’s population. The population of UMlalazi is estimated at 237 826

in an area that covers 2 217 km². The total number of households is 49638 ; the population density

is 107 persons/km². The household density is 22 households/ km².

Table 3: Population Trends

Geography King Cetshwayo (DC28) uMlalazi (KZN284)

Population 996594 237826

Households 220645 49638

Average household size 5 5

Square kilometre area 8213 2214

Population per square kilometre (density) 121 107

Household per square kilometre 27 22

Source: Quantec 2017

5.1.1 Ethnic Groups

The municipality is dominated by black people who account for more than 97.6% of the total

population as shown in the following figure. This indicates the need for programmes and strategies

that enhance the empowerment of black people. In addition, the municipality should strive

towards developing the area to be attractive to all races.

Figure 6: Ethnic Groups


0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Black African Colouredpeople

Indian or Asian White people

97.6%

0.5% 0.6% 1.2%


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5.1.2 Gender Groups

The population of the uMlalazi Municipality is slightly imbalanced in terms of gender. Females

outnumber their male counterparts. As indicated in the figure below, females account for 54.5%

of the population, while males amount to 45.5%. This signifies the need for women development

and empowerment programmes and strategies in the Municipality. However, the higher

representation of women could be attributed to factors such as the impact of political violence,

which engulfed this area in the mid to late 1990’s, and a degree of male absenteeism that

characterises most rural areas where the men work in cities while the women stay behind to look

after the children and homesteads.

Figure 7: Gender Groups


5.1.3 Age Groups

The age distribution in the table below shows that the municipality has a predominantly young

population with 64.8% of the people being under the age of 30 years. Because of this, the youth

of uMlalazi constitute an important factor to consider in long-term planning needs. This situation is

likely to create a demand for education and social life hence putting the municipality under

pressure to provide educational and recreational facilities / resources in the Municipality in the

near future. In the longer term, there will also be a surge in the demand for job creation. All these

aspects point to the need for youth development programmes in stimulating Municipal economic

growth.

40.00%

42.00%

44.00%

46.00%

48.00%

50.00%

52.00%

54.00%

56.00%

Male Female

45.50%

54.50%


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Table 4: Age Groups

Age No % Age Percentages

A00_04 28539 12,0 0-14 years 38,1% 64,8%

A05_09 31857 13,4

A10_14 30270 12,7

A15_19 25284 10,6 15-29 Years 26,6%

A20_24 19961 8,4

A25_29 18094 7,6

A30_34 15034 6,3 30-49 Years 19,7%

A35_39 12518 5,3

A40_44 10088 4,2

A45_49 9243 3,9

A50_54 8224 3,5 50-74 Years 13,4%

A55_59 7291 3,1

A60_64 8009 3,4

A65_69 4281 1,8

A70_74 4019 1,7

A75_79 2186 0,9 75 + Years 2,1%

A80_99 2926 1,2


5.1.4 Level of Education

Approximately 6.3% of the population had no schooling, while 27.4% had some primary education.

37.6% of the population has some secondary schooling with 15.3% having completed Grade 12.

It is worrying to note that only 5% of the population has a tertiary education.

Table 5: Levels of Education

School Grades % Trends %

Grade 0/No schooling 17,9 No Schooling 17,9%

Grade 1/Sub A 4,5

Primary

Schooling 32,1%

Grade 2/Sub B 4,3

Grade 3/Standard 1 4,5





Grade 8/Standard 6/Form 1 5,6 Secondary

Schooling 37%

Grade 9/Standard 7/Form 2 4,9


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School Grades % Trends %

Grade 10/Standard 8/Form 3/NTC1 5,9

Grade 11/Standard 9/Form 4/NTC11 6,1

Grade 12/Standard 10/Form 5/Matric/NTC111 12,3

Less than matric & certif/dip 0,2

Certificate with Grade 12 0,9

Diploma with Grade 12 1,1

Bachelor's Degree 0,4

Higher

Education 0.9%

Bachelor's Degree and Diploma 0,2

Honours degree 0,2

Higher Degree (Master's, Doctorate) 0,1

Other/Unspecified/NA 12,3 Others 12.3%


5.1.5 Health Facilities

Due to the inadequacy of health facilities in most rural areas, the resultant reality of this impacts

negatively on the wellbeing of the people within these communities. The public often have to

travel vast distances to access these facilities. This is also exacerbated by poor road infrastructure

which makes it difficult for health services such as ambulances and mobile clinics to access these

communities. The municipality has:

Fourteen (14) Clinics;

Three (3) District Hospitals in its area of jurisdiction and

Six (6) mobile clinics.

MEDECINS SANS FRONTIERES (MSF)

MSF is an international, independent, medical humanitarian organisation that delivers emergency

aid to people affected by armed conflict, epidemics, natural disasters and exclusion from

healthcare. Further, the Municipality also enjoys the services of Medecins Sans Frontieres (MSF) for

health services.

MSF offers assistance to people based on need, irrespective of race, religion, gender or political

affiliation. MSF in partnership with the KwaZulu-Natal (KZN) Department of Health (DOH) is currently

supporting a HIV/TB project in the Mbongolowane and Eshowe areas, through “Bending the

Curves Project”.

The Bending the Curves (BTC) project was introduced in 2011 and seeks to implement multiple

strategies to address the high co-incidence of HIV and TB, and reduce the number of incidences


69

in line with the South Africa National Strategic plan. The overall strategic objective of the project

is to reduce the incidence of HIV and TB, in addition to reducing HIV- and TB-related morbidity

and mortality.

The Project presently includes the Mbongolwane Health Service Area and Eshowe Municipality,

uMlalazi Wards 1 to 14 (plus Ward 15 and some of Ward 16). This strategy will provide MSF with an

opportunity to demonstrate the outcomes of the Project in both an urban and rural setting. The

project is now established in its work across the ‘prevent, test, link, treat and retain’ cascade or

the HIV care continuum, also referred to as the HIV treatment cascade which is a model that

outlines the sequential steps or stages of HIV medical care that people living with HIV go through

from initial diagnosis to achieving the goal of viral suppression.

Figure 8: Eshowe Hospital

ESHOWE PRIVATE HOSPITAL

The proposed hospital will meet the general demands of multi discipline medical services. Three

operating theatres will be equipped with the latest theatre technology and at least one will have

a laminar flow unit. The hospital will also meet the needs of casualty patient through the

establishment of a trauma unit and other supporting infrastructure. Supporting medical services

will include a comprehensive radiology unit, pathology laboratory services, physiotherapist and

other like health care related professions. An in-house pharmacy service will service in-patients,

patients visiting doctors consulting rooms and members of the public. A specialized Burns Wound


70

Unit will facilitate for serve burns incidents. Fifteen doctors consulting suites tailored to individual

needs will be available for permanent and session doctors.

5.1.5.1. HIV AIDS TRENDS

HIV/AIDS has a major impact on the quality of life of communities and families as well as the

economy. A number of initiatives have been implemented through the National Department of

Health to combat the current epidemic. However, major challenges remain.

Within uMlalazi and in the last decade, the number of HIV positive persons has decreased from

1.27% to 0.79 between 2007 and 2017, bringing the percentage of the population with HIV to 14.94

of the total population.

Table 6: HIV and Death Trends

TRENDS % AS IN 2007 % AS IN 2017

HIV positive 1,27 0,79

AIDS deaths -4,06 1,03

Other deaths 0,05 1,19

Population 0,27 1,55

DESCRIPTIONS NO %

HIV positive 35533 14,94

AIDS deaths 1301

0,55% of the total population and

38.61% of the total deaths

Other deaths 2068

0,87% of the total population and

61.39% of the total deaths

Total deaths 3368

1.42 of the total population

(making 100% deaths)

Crude Death Rate 14.2


The number of AIDS related deaths has decreased from -4.06% to 1.03% between 2007 and 2017,

with AIDS deaths accounting for about 38.61% of total deaths in the municipality. This highlights

the effort undertaken by the government in this regard; however, there still a need for interventions

that target and attempt to address still existing HIV/AIDS challenges.


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The following are the likely effect of HIV/AIDS on social systems:

Poor households become more vulnerable and the epidemic is likely to deepen poverty

and compromise upward mobility;

Increased demand for housing, education and other community facilities;

A greater demand for health care services and facilities;

A greater demand for financial support for orphans, child-headed households and

households run by grandparents, and

A negative population growth rate that is affects the sustainability of projects that are

based on certain population projections.

The following are the likely effect of HIV/AIDS on the economic systems:

Possibility of a shift from savings to current expenditure, limiting fixed investment and

economic growth;

Possibility of ‘technological deepening’ of the economy as a result of higher absenteeism

rates: Machinery will replace people in the labour market, with negative outcomes in the

long term for job creation;

Further erosion of household savings and skills shortage, and

Increased spending on pharmaceuticals and funerals

In light of the above, the agricultural and other labour intensive sectors will suffer most as they rely

heavily on the availability of a physically active workforce.

5.1.5.2. Cholera and other related diseases

Some of the occurrence of these diseases is a direct result of the absence of potable water as

well as the lack of proper sanitation in the rural areas of the uMlalazi Municipality; resulting in the

contamination of natural water resources. This may lead to outbreaks of disaster proportions and

these are characteristics of the rural areas. These diseases are life threatening and require

constant monitoring.

The municipal area has a number of health facilities but not all areas are well serviced. Certain

areas have medium to higher concentrations of people who have no access to proper health

facilities. Measures would therefore need to be put in place to ensure that these areas have

access to health facilities.


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5.2 ACCESS TO SERVICES

This sub-section examines the access to services of the uMlalazi population in terms of housing,

electricity, water, sanitation, refuse, and telephone usage. This will provide a profile of the

population and an understanding of the underlying social situation. A detailed review of land uses,

tenure and reform will follow.

5.2.1 Housing and Dwelling Types

There are backlogs in terms of housing provision in uMlalazi accounting to thousands of

beneficiaries on the municipal housing waiting list. Of those thousands beneficiaries on the waiting

list some have applied for low cost housing whereas others are for middle-income housing. It

should be noted that the backlogs are driven by the following challenges:

Dispersed low density settlement patterns make the cost of installing, operating and

maintaining of physical and social infrastructure (roads, water, electricity, clinics, schools

and police stations) very high;

Steep river valleys and hilly terrain, which create obstacles to accessibility, and limits the

extent of agricultural production;

Weak road and communication linkages exacerbated by hilly topography, with few

tarred surfaces and few bridges across rivers. In particular, north-south linkages are very

poorly developed within and beyond the sub-region;

Lack of adequate bulk services and/or funding for the provision of bulk services within

uMlalazi Municipality: Housing interventions in the dispersed parts of the municipality need

to be strongly directed towards the installation of infrastructure such as roads, water and

sanitation to enhance the quality of life.

There are various types of dwellings in uMlalazi Municipality. The House or brick structure on a

separate stand or yard and traditional dwelling/ hut/ structure made of traditional materials

dominate the municipality accounting for 51.1% and 36.9% dwelling types respectively. The

following table illustrates.

Table 7 : Dwelling Types

HOUSE CATEGORIES NO %

House or brick structure on a separate stand or yard 25863 52,1

Traditional dwelling/hut/structure made of traditional materials 18323 36,9

Flat in a block of flats 2205 4,4


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HOUSE CATEGORIES NO %

Town/cluster/semi-detached house (simplex, duplex or triplex) 659 1,3

House/flat/room, in backyard 617 1,2

Informal dwelling/shack, in backyard 368 0,7

Informal dwelling/shack, NOT in backyard, e.g. in an

informal/squatter settlement

540 1,1

Room/flatlet not in backyard but on a shared property 347 0,7

Other/unspecified/NA 716 1,4

Total 49638 100,0


5.2.2 Source of Energy for Lighting

The rural areas are the most under serviced areas in terms of access to electricity. Households

without access to electricity resort to other energy sources such as candles, paraffin, coal, etc.

which can prove to be dangerous if not properly monitored.

The main problems with regard to electricity provision relate to inadequate bulk supply. In

addition, access to areas is difficult due to the topography and insufficient funding for building

adequate roads to these areas.

The following table shows the types of energy sources accessed by people in the uMlalazi

Municipality with the majority (57.6%) of people using electricity for lighting compared to other

means.

Table 8: Source of Energy

SOURCE OF ENERGY NO %

Solar/other/unspecified 774 1,6

Electricity 28576 57,6

Gas 255 0,5

Paraffin 506 1,0

Candles 19527 39,3

Total 49638 100,0



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However, with regard to the access to electricity in uMlalazi, ESKOM highlighted the following

challenges:

It is challenging to meet Government Expectation;

Limited resources;

Integrating IDP with Eskom Plans;

Lack of Sector Planning from Local Municipality; and

Lack of Municipal Special Electricity Programmes.

5.2.3 Source of Water for Drinking

The rural areas still experience high backlogs in terms of water and sanitation provision.

Households still rely on boreholes and natural water sources such as rivers and springs for water

supply. This means the households are exposed to a high risk of contracting waterborne diseases.

Strategies need to be developed to expedite the provision of safe and clean water.

The following problems are experienced in these areas:

Uneven distribution of services;

Inadequate reticulation;

Water wastage; and

Illegal connections

Table 9: Source of Water

WATER TRENDS NO %

Piped water inside dwelling 9330 18,8

Piped water inside yard 10959 22,1

Piped water on community stand: distance less than 200m. from dwelling 9667 19,5

Piped water on community stand: distance greater than 200m. from

dwelling

6413 12,9

Borehole/rain-water tank/well 1169 2,4

Dam/river/stream/spring 8965 18,1

Water-carrier/tanker/Water vendor 1791 3,6

Other/Unspecified/Dummy 1345 2,7

Total 49638 100,0



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As per the preceding table, Piped water inside yard is the most category of the water access in

the Municipality account for 22.1% of the residents. However, water is also drawn from natural

sources like streams, rivers and fountains. Water in many rural areas is not purified and this makes

these areas prone to cholera and other waterborne diseases.

5.2.4 Sanitation

The current level of sanitation provision indicates that the majority of households in the Municipality

have access to the Pit Latrine (39.3%); this category is followed by households having flush or

chemical toilet with approximately 18.9% as shown in the following table.

Table 10: Sanitation Trends

SANITATION TRENDS NO %

Flush or chemical toilet 9392 18,9

Pit latrine 19501 39,3

Bucket latrine 1144 2,3

None of the above 19602 39,5

Total 49638 100,0


The President has issued an order to have the bucket system eradicated as soon as possible. It is

against this backdrop that uMlalazi Municipality should ensure every household has access to

proper sanitation facilities and that the bucket system is eradicated.

5.2.5 Refuse Disposal

The municipality has a refuse collection trucks and tractors with tipper trailer for refuse removal

service. Plastic bags and refuse bins are distributed in the CBD area to be then dumped into the

landfill.

Most challenges encountered with this service are as follows:

There is no recycling plant;

There is no weigh-bridge to weigh incoming refuse in-order to charge other users;

There is human resource capacity but funds are lacking;

To this extent, the majority of households (55.1%) currently utilise their own refuse dump, which can

lead to illegal dumping and environmental degradation. The following table depicts refuse

removal status of the municipality.


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Table 11: Refuse Removal Trends

Refuse Removal Trends No %

Unspecified / other 1779 3,6

Removed by local authority at least once a week 7549 15,2

Removed by local authority less often 945 1,9

Communal refuse dump 853 1,7

Own refuse dump 27332 55,1

No rubbish disposal 11180 22,5

Total 49638 100,0


5.2.6 Means of Communication

In uMlalazi Municipality, people utilise the following means of communication to access and

spread information:

Public Phones;

Private phones;

Cell phones ;

Internet;

Letters;

SABC Radio and news media

Nearly all (83.3%) of the households have access to a cellular phone in their dwelling or a cellular

phone. This indicates that access to telephones is increasing within uMlalazi. Further other

households still access their communication through public telephone usage, telephones within a

neighbour’s yard, and telephones at another location, etc.

Table 12: Means of Communication

Communication Trends No %

In this dwelling and/or cellular phone 41340 83,3

At a public telephone nearby 462 0,9

At a neighbour nearby 169 0,3

At another location, not nearby 157 0,3

At another location nearby 48 0,1

NA (institution)/unspecified/none 7462 15,0

Total 49638 100



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5.3 SECTORAL CONTRIBUTION TO GVA AND EMPLOYMENT

5.3.1 Sectoral Contribution to GVA

The figure below displays the sectoral contribution to total Gross Value Added (GVA) within the

municipality, which is a measure of the regional gross domestic product contribution.

Figure 9: Sectoral Contribution to GDP


The largest contributors to the uMlalazi economy include the following:

General government services with 20.5%,

Agriculture, forestry and fishing with 16.1%

Finance, insurance, real estate and business services sector with 15.2%, and

Wholesale and retail trade with 12.4%

Other remaining key economic sectors including the transport, storage and communication

sector; the electricity, gas and water sector; construction; and mining and quarrying play also

some economic role in uMlalazi Municipality.

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

Agriculture, forestry and fishing

Mining and quarrying

Manufacturing

Electricity, gas and water

Construction

Wholesale and retail trade, catering andaccommodation

Transport, storage and communication

Finance, insurance, real estate and business services

General government

16.11%

0.91%

11.75%

3.69%

3.64%

12.45%

8.10%

15.25%

20.59%


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5.3.2 Sectoral Contribution to Employment

Employment of the population of uMlalazi is concentrated in the agriculture, forestry and fishing;

in Wholesale/retail trade as well as in community and social services which provided 24.9%, 18.4%

and 18.1% of the jobs in 2017 respectively. The following figure presents the sectoral contribution

to employment in uMlalazi Municipality.

Figure 10 : Sectoral Contribution to Employment


5.3.3 Employment and Unemployment Trends

Of the total population of uMlalazi, 52% are within the working age bracket (15 – 64 years).

Approximately 23.05% of those within the working age bracket are not-economically active. This

indicates that a large portion of the population financially depends on a small portion of the

population.

Of those employed, 72.0% are employed within the formal market, while the remaining 28.0% are

employed in the informal market as displayed in the table below.

Table 13: Employment & Unemployment Trends

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

Agriculture, forestry and fishing

Mining and quarrying

Manufacturing

Electricity, gas and water

Construction

Wholesale and retail trade, catering and accommodation

Transport, storage and communication

Finance, insurance, real estate and business services

General government

Community, social and personal services

24.90%

0.20%

5.40%

0.30%

5.70%

18.40%

3.20%

9.60%

14.30%

18.10%


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Descriptions %

Total Population 100

Population - Working age 56.6%

Not economically active 36.6%

Unemployed 6.9%

Unemployment rate (Percentage) 34.9%

Labour force participation rate (Percentage) 35.3%

Employment In the formal sector 74.8%

Employment In the informal sector 25.2%

Total Employments 100%

Employment Formal: Skilled 21,1

Employment Formal: Semi-skilled 39,5

Employment Formal: Low skilled 39,4

Total Formal Employment 100%


5.3.4 Richards Bay Industrial Development Zone (RBIDZ) impact

The Richards Bay Industrial Development Zone (RBIDZ) mission is to provide a conducive

environment that attracts appropriate investment for sustainable economic development. The

Zone's strategic goals are to promote good governance and ensure legislative compliance;

establish a world-class IDZ infrastructure; establish a sustainable IDZ; and attract fixed investment

in export-orientated manufacturing and services industries.

The purpose of proclaiming the RBIDZ was to facilitate the creation of an industrial complex having

strategic economic advantage; provide the location for the establishment of strategic

investments; enable the exploitation of resource-intensive industries; take advantage of existing

industrial capacity, and promote integration with local industry and value-added production;

create employment and other economic and social benefits in the region in which it is located;

be consistent with any applicable national policies and laws, as determined by appropriate

environmental, economic and technical analyses; develop and operate an IDZ in the area


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designated in the operator permit; provide quality services infrastructure to attract internationally

competitive, export-orientated manufacturing businesses; take ownership of the assets and affairs

of the Zone and be responsible for ongoing management and maintenance thereof; establish a

one-stop service centre and provide commensurate human resources capacity, expertise and

suitable technologies; make arrangements for and mobilise requisite resources for the

development of the Zone; and operate in a manner that recognises that the shareholder is

prioritising development, socio-economic improvement and long-term sustainability, rather than

financial profit.

This development will have a significant impact on uMlalazi as whole. The overall impact of RBIDZ

on employment creation is estimated at thousands and thousands of jobs to be created

throughout the district. Some of the job seekers in RBIDZ will choose to live in Eshowe or

Gingindlovu. This will impact on retail in a sense that demand for retail facilities will increase. other

demands as a result of the fully functional RBIDZ include:

Permanent residential developments

Leisure tourist residential

Hotels

Recreation (inland dams, natural vegetation, visual amenity)

Office and business parks

Shopping and commercial development

Job creation in the local economy;

New business opportunities and enhanced opportunities for business operators

Expansion of informal sector activities.


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Chapter 6 In-Depth Sector Analysis

6.1 AGRICULTURE

6.2 TOURISM

6.3 MANUFACTURING

6.4 MINING

6.5 SERVICES

6.6 TRANSPORT

6.7 RETAIL SECTOR OR TRADE

AND COMMERCE


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6 uMlalazi In-Depth Sector Analysis

The purpose of this section of the report is to provide details of the main economic sectors

operating within uMlalazi Municipality in order to understand their dynamics and needs and to

plan for their improvement.

The main sectors operating in uMlalazi Municipality include:

Agriculture,

Tourism,

Manufacturing,

Mining,

Transport,

Retail sector or trade and Commerce (Small Medium and Micro enterprises and Informal

Sector).

6.1 AGRICULTURE

Description

The agricultural sector is the first largest economic sector in uMlalazi in terms of employment

contribution (24,9%) and the second largest in terms of the contribution to the Municipal GVA

(16.1%). The uMlalazi area is reliant on the agricultural sector for economic growth. The products

that dominate the municipal area are:

Livestock production

Poultry production

Grains and food crops

Industrial crops

Fruit production

Vegetable production

Sugar cane, and

Citrus farming

The main crop that is being exported is sugar cane in uMlalazi area. There have been community

gardens that have been very successful in the uMlalazi Municipality. However, the issue still remains

of transport due to the poor road conditions in the area as well as accessibility. The community

gardens have been introduced as means of providing access to food for the residents of uMlalazi.


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Land Capability for Agricultural Production

Most of the high potential agricultural land is in private ownership. This land is located along the

coastal strip between Mtunzini and Gingindlovu – on the lower lying areas. It is also located in the

area surrounding the town of Eshowe and extending to the west thereof. There is also some very

high potential agricultural land situated in the north-eastern part of the Municipal Area.

Table 14: Land Capacity for Agriculture

1 Very high potential

2 High potential

3 Good potential

No limitation

Minor limitation

Moderate limitation

High Potential

agricultural land

4 Moderate potential Permission required to plough land

5 Restricted potential

6 Very restricted potential

7 Low potential

8 Very low potential

Severe limitations due to soils and slopes

Non-arable

Severe limitations – non-arable

Non-arable

Non-arable land

Source: IDP 2017

Opportunities in the agricultural sector

The soil from uMlalazi Municipality is fertile for growing many crops and vegetables; this leads the

agricultural sector to have a number of opportunities in planting crops and other related services

including the following:

Vegetables production,


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Timber production,

Sugar cane production,

Maize production,

Livestock farming,

Establishing an Abattoir or a meat processing plant,

Poultry farming,

Eggs production,

Dairy farming,

Mushroom farming.

The King Cetshwayo District Municipality has successfully establishes a Fresh Produce Market that

incorporates both commercial and communal farmers. The aim of this initiative is also to ensure

growth and continuity, especially amongst emerging farmers at a small scale level. This is a

collective initiative which requires combined efforts and resources. The aim is to continually strive

to encourage partnerships to assist and undertake the task towards agrarian reform within the

King Cetshwayo District. The Market operates as an entity within its own to boost economic growth

through agricultural practices. The partnering government departments include;

The Department of Agriculture

The Department of Co-Operative Governance and Traditional Affairs

The Department of Trade and Industry

The municipality, in support of local agricultural development, rolls out rural agricultural projects

that are aimed at ensuring food security through agriculture and land care. The Department of

Agriculture also assists greatly in this regard. The department has rolled out major agricultural

projects within the uMlalazi municipality.

6.2 TOURISM

Description

The tourism sector has enormous potential in uMlalazi area. Tourism is regarded as a cross-sectoral

industry in that it has linkages with other sectors such as retail, manufacturing, transport, catering,

hospitality, etc. As a result, it is difficult to measure the contribution of tourism to the local economy

as GVA from the tourism industry is spread across a number of other sectors. However, catering

and accommodation within uMlalazi contributed 0.7% to total GVA and 1.7% to the municipal

employments in 2017. It should also be noted that although this contribution is small, it is expected


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that this is only a small portion of the total generated from the industry, with spin-offs of tourism

largely cutting across the wholesale and retail sector. However, some challenges related to

tourism development include the following:

Lack of appropriate tourism industry facilities;

Lack of private investment;

Inadequate road infrastructure;

Lack of coordinated tourism development efforts; and

Poor marketing of facilities and destinations.

Eshowe, Mtunzini and Gingindlovu are the three main towns in uMlalazi and offer an array of

choices for domestic as well as international tourists. Eshowe, a City Set on a Hill, is situated around

a 250 hectare indigenous coastal scrub forest. The Dlinza Forest Aerial Boardwalk, the first in

Southern Africa and exclusive to Eshowe and the second in the world (the first was built in Mali), is

a 160 meter long walkway built above the forest floor, which allows visitors to view flora, fauna

and avifauna – it has a platform of 20 meters above the forest floor. The Boardwalk employs two

trained birding guides. Some of the flora and fauna that exist in the forest are the Green Coucal,

Crowned Eagles and Spotted Thrush. The Ironwoods, Wild Plums and other giants give shelter to

Orchids, Clivias, Bushbuck, Duiker, Narina Trogons, Delegorgues’s Pigeon and Wood Eshowe.

Eshowe offers a window on history as it is the oldest town in Zululand. King Cetshwayo was born

and died here and it was King Mpande who first invited the Norwegian missionary, the Reverend

Ommund Oftebro to settle his mission station here in 1861, thereby forever changing the face of

Eshowe.


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Mtunzini is characterized by natural beauty and is a popular coastal town. UMlalazi Nature

Reserve, controlled by Ezemvelo KwaZulu-Natal Wildlife, covers 1 028 hectares. The uMlalazi

Reserve and the Amatikulu Reserve together form the Siyaya Coastal Reserve, which stretches

from the uMlalazi River in the north, in a narrow band along the coast southwards almost to the

Thukela (Tugela) River. Amatikulu Reserve and access is via the N2 approximately 30 km south of

Mtunzini. There are 5 different ecosystems, namely estuarine, dune scrub, dune forest, coastal

riverine and coastal forest which characterize the Mtunzini area providing diverse natural

environment. There is a thriving population of giraffe as well as waterbuck and a number of smaller

antelope.

The uMlalazi Municipality has vast potential for enhancing tourism in the area but the access by

road is problematic as the areas are mountainous with forest. The Goedertrouw/Phobane Dam

offers the opportunity for a range of water sports, together with camping and picnic spots,

however this need to be developed still and once completed will assist local communities with

jobs and upliftment. It is supplementary to the areas of eco-tourism in the uMlalazi area. Thukela

Valley is an area of outstanding scenic beauty and represents rugged countryside.

Phobane Dam

The Eshowe Butterfly Dome is located adjacent to Nongqyai Museum Village, in Eshowe. It is an

eco-tourism venture with the purpose of bringing future job opportunities to the community of the


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uMlalazi Municipality and educates school children and tourists on the value of indigenous

vegetation and its connection with the associated insect species. The ultimate goal is biodiversity

conservation awareness. The dome is a 20m x 10m geodesic structure covered with insect netting.

Inside it is landscaped with indigenous butterfly host plants in order for the butterflies to undergo

several life cycles and keeping a steady population of different species. All the butterflies inside

the dome are indigenous in South Africa. The person in charge of breeding butterflies, collect few

females from the wild and releases them into a breeding cage. There, the butterflies lay eggs

which then are collected by the staff member. When the eggs hatch, the caterpillars are raised

till they reach the pupa stage. Then they will move the chrysalides to the butterfly dome where

they eventually will hatch. Therefore, all the butterflies inside the dome are raised in captivity. The

Eshowe Butterfly Dome is part of the Butterfly Route, which is an initiative of African Conservation

Trust out of a request by Dr. Americo Bonkewitzz to establish a community based Indigenous

Butterfly education project specifically for the children of uMlalazi. The Eshowe Butterfly Dome is

committed to the enlightment of the local people about the pristine environment, the importance

of the forest and the role of the insect fauna in the ecosystem and the advantage over other

towns, to have a pristine natural indigenous forest within the town of Eshowe.

Nongayi Museum

Currently there are many attractive tourist sites with many bed and breakfasts in the uMlalazi area

which draw large number tourists to the area. The uMlalazi LM prides itself in the private

development of Aloedale Guest House which is a 46 bed hotel which is being upgraded from a

20 bed guest house.


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Opportunities in Tourism Sector

uMlalazi has the potential to become the destination of choice for tourists to KwaZulu-Natal and

South Africa, especially for those tourists who desire the country ambience. The warm

temperatures, summer rainfall, scenic beauty and environmental significance of the area make

the climate excellent for tourism in uMlalazi Municipality. The area contains a number of scenic

attractions, dams and unique experiences that require establishment and aggressive marketing.

The tourism sector has the following opportunities:

uMlalazi has traditional Zulu culture that needs to be improved to attract tourists,

Existing game reserve needs to be marketed to attract tourists,

Existing mountains for hiking and canopy tour games need to be marketed,

Construction of hotels and resort for tourists and conference around the existing tourism

products,

Establishment of youth tourism development programme.3

6.3 MANUFACTURING

Description

The manufacturing sector in uMlalazi is among the largely economic sectors mainly because of

the sugar mill located at Amatikulu. The manufacturing sector is currently the fifth biggest

contributor to GVA in the uMlalazi Municipality with a contribution of 11.7%; the sector also

contributes with 5.4% to the total employments of the Municipality.

uMlalazi has a number of local black economic empowerment (BEE) companies that

manufacture bricks and blocks. These companies use the sand and water from the nearby river.

The concrete is compacted into the moulds by hand-compaction to manufacture bricks and

blocks. The targeted market is the building of government houses, as well as community and other

type of building.

Opportunities in the Manufacturing Sector

There is a demand for manufactured products in uMlalazi such as clothing and textile, footwear,

furniture, food, beverages and building material. Further, uMlalazi local economy is dominated by

primary sectors, which implies that there is availability of raw material to a certain extent. However,

3 Youth tourism development programme aims to recruit youth and send them to the University for

Catering, Hotel, and restaurant management to allow them infiltrate the local tourism industry.


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because the manufacturing sector is not developed and all its full potentials are not yet utilised,

in most instances raw material is transported to other centres outside the municipality for

processing.

The following opportunities are available in the manufacturing sector:

Agro-processing,

Maize Mill,

Ethanol production,

Biodiesel production

Traditional medicine,

Leather production;

Transport and Machinery equipment.

6.4 MINING

Tronox currently has since 1998 had a large business investment in the King Cetshwayo District

Municipality with mining of the mineralised sand dunes in an area just north of Mtunzini, Kwa Zulu

Natal, known as the Hillendale Mine, its central processing complex ("CPC") at Empangeni for

refinement and the Fairbreeze and planned Port Durnford mines.

In regards the Fairbeeze mine, Tronox has had valid mining rights in the uMlalazi Municipality since

1998 and has been legally undertaking mining activities on land within this municipal area since

2002. Tronox has since 1998 made significant progress towards obtaining additional authorizations

for furthering the Fairbreeze project which will in turn feed the CPC at Empangeni. Tronox as of

May 2013 has the following authorization from government to pursue mining activities on the

awarded mining areas:

Mining rights from Department of Mineral Resources;

Water use rights from the Department of Water and Sanitation(DWS),

Environmental approvals from the Department of Environmental Affairs (DEA),

Permits from the Department of Fisheries, Agriculture and Forestry (DAFF),

A positive decision by the Durban High Court on the Land Use Change approval on a large

portion of mining area which allows Tronox to continue early works construction.

Opportunities in the Mining Sector


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While Tronox is operational in the area, the mining sector is not fully developed in uMlalazi,

therefore, additional studies will need to be undertaken to discover some existing mining deposit

within uMlalazi Local Municipality.

6.5 SERVICES

Description

The business services sector is one of the main contributors to the total GVA in the uMlalazi

Municipality with a contribution of 15.2%. The sector contributes as well to the employments of the

Municipality with 14.3%. Some of the key and latest projects within this sector include the Mtunzini

mixed residential development and the King Dinuzulu: shopping centre development.

MTUNZINI: MIXED RESIDENTIAL DEVELOPMENT

The project is to be known as Ongoye Views which is encompasses approximately 1,000 residential

units and approximately 16 commercial and office sites. The total construction cost estimated at

R1bn for residential component, and R 1.5bn for the total development (including residential).

Once constructed, the development will give rise to permanent operational jobs most of which

would be sourced from the local municipal area. The positive spinoff for uMlalazi LM is the

significant rates income would be generated for the Municipality.

KING DINUZULU: SHOPPING CENTRE DEVELOPMENT

The proposed shopping Centre will be located at the intersection of R66 and Mthiyani Road joining

Kangela Street (P50-1) in Ward 12, King Dinuzulu Suburb. The site is surrounded by Residential areas,

Petrol Station and the Educational Institution across the Road; and covers an area of

approximately 5 Hectares. The Petrol Station will be form part of the Development. The shopping

centre, measuring approximately 14 200 m2 will comprise of a supermarket measuring 2 700 m2

together with a range of smaller shops, line shops, fast food outlet as well as a separate motor

retail component. The proposed development will lessen the distance people travel from their

areas of residence to Town more especially the King Dinuzulu Residents, Nyanini and Sunnydale

Residents and the students from uMfolozi College.

Opportunities in the Service Sector

Many opportunities exist within this sector especially with the provision of residential houses.


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6.6 TRANSPORT

Description

Transportation sector in uMlalazi ranges from road freight transport, public road transport to rail

freight transport. Transport of goods from distributors and wholesalers to a range of rural retailers

is also growing in the area especially with the local transporters. The transport sector is as well

among the major economic sectors of the area contributing to the Municipal GVA and

employments with 8.1% and 3.2% respectively.

Opportunities in the Transport Sector

With regard to the transport sector, internal road networks within uMlalazi Municipality are

underdeveloped as most communities access primary roads through gravel roads. Opportunities

in this sector include the following:

There is an opportunity for a truck hub or truck one stop shop around Gingindlovu,

The current rural road maintenance and upgrading is a public investment that will create

jobs and alleviate poverty.

Service centre for heavy duty transport equipment and commuter vehicles as this is a

frequently used route.

6.7 RETAIL SECTOR OR TRADE AND COMMERCE

Description


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Wholesale and retail trade is defined as resale of new and used untransformed goods to the

general public. Trade and commerce is among the major economic sectors of uMlalazi

contributing with 12.45% to the Municipal GVA and 18.4% to employments. The sector is mainly

concentrated in major nodes and CBD. Generally this sector includes small, medium and micro

enterprises (SMMEs) and informal traders.

6.7.1 Small Medium and Micro Enterprises (SMMEs)

The SMME sector in uMlalazi includes wholesalers and retail trade as well. The majority of businesses

are concentrated in Eshowe town of uMlalazi as a result of the strategic location of the CBD. This

makes the town an important commercial and service centre for other surrounding areas. Formal

businesses in uMlalazi operate in various sectors including tourism, catering and accommodation,

retail trade and allied services, construction, manufacturing, restaurant, general dealer,

supermarket, professional and financial services.

uMlalazi is a good area for business stability and growth as the majority of formal businesses has

been operating for more than 10 years and 97.4% of them are optimistic to expand their

enterprises and employ more local people in the near future. Currently the majority of formal

businesses in uMlalazi employ 5 to 20 persons depending on the business sector.

6.7.2 The Informal Sector

The street trading in uMlalazi Municipality is one of the key means of living in the area and makes

an important contribution to the economic and social life of the majority of the residents in this

Municipality.


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It absorbs workers who would otherwise be without work or income. Most people enter the informal

economy in uMlalazi Municipality not by choice but out of a need to survive. Especially in

circumstances of high unemployment, underemployment and poverty, the informal economy has

significant job and income generation potential because of the relative ease of entry and low

requirements for education, skills, technology and capital, but the jobs thus created often fail to

meet the criteria of decent work.

Informal sector in uMlalazi has many activities including barber shops, raw meat, cocked food,

live chicken seller, cosmetics sales person, tailor, dressmaker and hatters, fruit seller, hairdresser, Mr

Phone dealer, mealie cookers, newspapers, second hand clothes, shoe repairer and the like.

A large number of informal trading businesses in uMlalazi Municipality (62.8%) have been

operating for more than five years. This indicates and illustrates that uMlalazi Municipality has a

conducive environment for business stability and growth and also shows that informal trading in

this area is not a temporary activity but a long-term carrier for many. Further, on average, an

informal business in uMlalazi employs between 1 to 3 persons depending on the activities of the

business. An Informal Trading Policy and Street Trading Bylaws exist in the municipality, making the

management of illegal trading minimal and well managed.

Opportunities in the Retail Sector

The retail sector is concentrated in the town of Eshowe since it is the main town in the Municipality.

The level of income leakages is estimated to be moderated since the location of uMlalazi

Municipality is moderately far from major provincial and regional towns such as Richards

Bay/Empangeni, Durban, Vryheid and Newcastle. This makes the Eshowe an important

commercial and service centre for other surrounding areas.

Retail sector’s opportunities in this area include the following:

There is an opportunity to construct a retail centre or mini shopping mall in some of the

underdeveloped nodes,

There is an opportunity to construct trading markets for SMMEs and informal traders’ nodes

outside Eshowe.


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Chapter 7 Strengths, Weaknesses, Opportunities &

Threats (SWOT)

7.1 STRENGTHS

7.2 WEAKNESSES

7.3 OPPORTUNITIES

7.4 THREATS


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7 SWOT Analysis

The situational analysis of the uMlalazi Local Municipality presented the macroeconomic sector,

a detailed spatial planning and infrastructure, the demographic profile, the retail and commerce,

the tourism profile, the informal economy, etc.

This section serves as the concluding section to the Situational Analysis section and provides a

breakdown of the uMlalazi’s Strengths, Weaknesses, Opportunities and Threats (SWOT) from all

identified and analysed economic sectors. The strengths and weaknesses are based on the

present situation while the Opportunities and Threats consider the future implications of various

factors. It should be noted that SWOT analysis leads to the understanding of strengths to be worked

upon as well as weaknesses to be counteracted in the area. Strengths from all sectors will be

grouped and presented together, this also applies to weaknesses, opportunities and threats.

Key question to analyse during the SWOT analysis include among others the following:

Strengths - what does uMlalazi have that will help to achieve its goals? What resources are

available to uMlalazi; skill sets, relationships etc.?

Weaknesses - what internal weaknesses may inhibit Municipal progress?

Opportunities - what in the external environment could speed Municipal progress?

Threats - what in the environment could block Municipal progress?

7.1 STRENGTHS

A diverse and rich cultural heritage and has broad international appeal;

Good existing agricultural base; with prominent sugar cane mill and high concentration of

areas of sugar cane plantations that has been untapped;

Municipality has adopted Informal Traders Policy which is being implemented and

database of traders with permits as well as designated trading facilities.

The municipality borders on the Indian Ocean and has a coastline of approximately 19.35

km. This coastline presents outstanding opportunities in respect of tourism and recreational

facilities.

The Goedertrouw/Phobane Dam offers the opportunity for a range of water sports,

together with camping and picnic spots. It is supplementary to the areas of eco-tourism in

the uMlalazi area.


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The beauty and ambiance with particular reference to the coast, the lagoon, indigenous

forests and the activities of the conservancies active in the area is an asset which has a

considerable impact on the tourism potential of the municipality.

The uMlalazi Municipality has a good transport network with a number of important

transportation routes, such as the N2 Motorway between Durban and Richards Bay, the

R34 between Richards Bay/ Empangeni and Nkwaleni valley to the north of Eshowe, and

the R66 from the N2 Motorway to Gingindlovu, Eshowe, Melmoth, Ulundi and Vryheid.

The uMlalazi Local Municipality has a 24 hour Alpha Emergency Control Centre located at

the offices of the Manager Protection Services in Butcher Street, Eshowe.

7.2 WEAKNESSES

The backlog of basic services such as water, sanitation, electricity in the rural areas, which

is exacerbated by the poor maintenance of existing infrastructure.

There is a lack of infrastructure maintenance impacting negatively on the aesthetics of the

municipality.

Illegal connections (electricity) pose safety risks to people.

Due to the absence of potable water in many of the rural areas, communities tend to

settle in close proximity to rivers and streams, mostly without due consideration of flood

lines along these water courses.

In many instances, the Traditional Authority areas are characterized by poor land

management practices that presents a challenge in respect of the unlocking of the

agricultural potential that exists. This is exacerbated by poor “allocation of land” practices.

The roll-out of wall-to-wall rural.

Traditional Authority areas also accommodate scattered settlement on undulating land,

posing considerable pressures in respect of the provision of basic services.

The urbanisation rate is increasing in the municipal area and appropriate responses are

required to adequately accommodate this tendency.

Rural access roads are in a poor state of repair. This is acerbated by the fact that no sphere

of government is clear on who is responsible for these roads.

Communities tend to settle in proximity to rivers and streams, mostly without due

consideration of flood lines along these water courses.

Fires occur during protracted periods of drought and are aided by the generally dense

vegetation such as cane fields, forests and invasive alien vegetation throughout the

municipal area.


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The occurrence of cholera and related diseases is as a result of the absence of potable

water as well as the lack of sanitation in rural areas.

The uMlalazi Local Municipality does not have the capacity in terms of manpower nor the

technical support equipment to deal with a major disaster. Poor access increases the

potential impact of a disaster.

The impact of climate change – more periods of heavy flooding and longer periods of

drought– poses a very real threat to the sustainable livelihood of rural communities.

Lack of sufficient storm water management in urban areas.

Ineffective linking of graduates to private sector;

Insufficient funding for the implementation of LED projects.

Lack of new foreign and domestic investment (leading to a reduction in new technology

and therefore competitiveness).

Land audit in particular municipal land is unavailable.

Unavailability of Business Retention and Expansion Strategy.

Unavailability of Tourism and Agricultural Sector Plans.

Unavailability of local LED Forum to drive LED in the municipal area.

7.3 OPPORTUNITIES

Community development through agro-processing and community agricultural projects;

Development of new value-chains in the agricultural sector (incl. bio-diesel and crushing

of own sugar juices).

Diversification of the manufacturing sector and development of new value-chains (incl.

renewable energy products)/

Infrastructure development especially road infrastructure in rural areas of the Municipality;

Development of under-utilised or un-utilised agricultural and industrial land (vacant farms

and industrial lots).

Promotion of business retention and expansion programs.

Establishment of industry driven training and skills development through internships and

apprenticeships.

Economic growth is expected in areas of tourism in areas such as the coastline, near

protected areas and indigenous forests.

The provision of housing together with basic services particularly in the rural areas and the

formalization of current informal and overcrowded settlements present an opportunity.


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The broadening of the municipality’s rates base through the valuation of the rural areas

and commercial farming areas will increase internal funds available for the funding of

capital projects.

The N2 Motorway offers a corridor of opportunities in respect of tourism and agriculture.

Optimisation of tourism potential in the area in tandem with environmental sustainability

can aid poverty alleviation.

Non-industrial labour-intensive recycling of waste presents opportunities for employment

throughout the municipality.

The creation of an interlinked open space system using the protected areas and rivers and

streams to enhance the aesthetical appeal of the area.

The area is linked to the “Valley of the Kings” by the R66 transportation route and presents

a tourism opportunity.

Development will be experienced along the coastline and particularly in Mtunzini as an

urban area on the coastline.

Existence of railway line which can be used for transportation of goods and tourism but it

needs upgrading.

Richards Bay Industrial Development Zone (RBIDZ) presents a number of opportunities for

the entire district including demand for warehousing and logistics infrastructure and

subsequent commercial developments

7.4 THREATS

Skills shortages especially in rural areas and the illiteracy within the Municipality are a

limitation for the population being restricted to unskilled jobs with a commensurate threat

in respect of economic and earnings potential.

High levels of unemployment especially formal employments within agriculture.

Out-migration of skilled employees to other urban-centres; much of the population is

involved in migrant labour as a result of the lack of employment opportunities within the

municipal area and this has severe social impacts.

Worsening climatic conditions which have translated into water scarcity and therefore

negatively impacting on farming around uMlalazi.

Impact of crime on local businesses.

Rumours of corruption and a lack of accountability (financial and management).

Land reform and associated challenges (poor skills transfer to new farmers, slow process,

etc.).


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There is a high prevalence of waterborne diseases as a result of the lack of formal

engineering services.

The prevalence of HIV/Aids in the area represents a serious threat to economic

development in general.


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Chapter 8 Strategic Framework

8.1 VISION

8.2 MISSION STATMENT

8.3 GOALS, STRATEGIES

AND PROJECTS


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8 Strategic Framework

This strategy formulation section follows the preceding situational analysis section that assessed

the existing economic situation of the study area within the context of the Municipal current SDF,

IDP and other initiatives of relevance.

The current section deals with the formulation of a strategic framework and interventions that are

necessary to turn around the current economy of uMlalazi. This will be achieved through the

creation of a vision and strategies, which take into consideration the projects within the area as

well as stakeholder linkages and project implementation.

It should be noted that the uMlalazi Municipality LED Strategy primary targets remain unchanged

from the LED Strategy developed in 2013. Therefore, the objectives are to:

Create employment;

Develop local markets;

Promote and support SMMEs;

Decrease poverty and hardship; and

Ensure community empowerment.

Provide facilitation for partnership initiatives that exploit the Municipality’s competitive

advantage.

Develop a practical and implementable Strategies and Programmes for the Municipality.

Provide institutional support to the Municipality and to strengthen networking and

coordination between local government and business sector through a process of

mentorship and support for institutional development.

8.1 The Vision

A vision is a point of reference to keep the stakeholders and the Municipality focused on the

important issues and gear towards the right direction. A vision provides an opportunity for the

community and relevant stakeholders to think in broad and general terms about the future.

The development framework is based on the Municipality’s vision from the Integrated

Development Plan (IDP) and is in line with the objectives thereof. The vision statement therefore is

as follows:


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“A model municipality for community empowerment and provision of services

by a transformed institution in an area where everyone lives in harmony by

2035”.

8.2 Mission Statement

The Municipal mission statement is derived the uMlalazi IDP 2017/2022 and is as follows:

The uMlalazi municipality in partnership with its community will strive to:

o Create sustainable and better services for all;

o Ensure a skilled, motivated and committed workforce;

o Create mutual trust and understanding between the municipality and the community

through effective communication

o Emphasize better usage of resources;

o Provide infrastructure and build investor confidence;

o Enhance Batho - Pele principles and B2B pillars;

o Create a safe environment for all;

o Improve the Green Economy of our community by partnering with all stakeholders to

create clean & safe place where people live and work;

o Ensure effective land use management that take cognizance of sound environmental

practices;

o Enhance good governance through leadership excellence & community participation;

o Facilitate institutional transformation;

o Ensure continued sound financial management;

o Provide services to the entire community with diligence and empathy; and

o Apply good and transparent corporate governance to promote community prosperity

8.3 Goals, Strategies and Projects

This sub-section of the strategic framework provides a number of goals as well as some proposed

strategies and projects/activities to reach the mission objectives as stated above. In order to

develop a meaningful strategic framework for LED in uMlalazi, it is important to ensure that the

current challenges are translated into potential opportunities, while the existing opportunities are

strengthened to drive LED. This will require identification of a strategic framework that promotes


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the existing strengths, converts the weaknesses into potential opportunities, and diversifies the

current activities to ensure expanded and productive growth in the Municipality economy.

The goals are as follows:

GOAL 1: THE AGRICULTURAL SECTOR SUPPORT

GOAL 2: SUPPORTING THE MANUFACTURING SECTOR

GOAL 3: IMPROVE THE TOURISM SECTOR

GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY

GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE

GOAL 6: SUPPORT SMALL ENTERPRISES

GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR

Each of the goals above are unpacked below.

8.3.1 GOAL 1: THE AGRICULTURAL SECTOR SUPPORT

The agricultural sector in uMlalazi faces a large number of challenges, the most significant of

which are:

Climate change is among the key challenges of the sector, this means that:

o Seasons are no longer consistent

o The weather cycle and patterns are constantly changing

o Dry season is longer than before

o Rainy season is short and late in the cycle

Trade war between China and USA affects the market especially for soya beans

Emerging farmers lack strong platforms such as AGriSA, Agricare, etc. that can organise

them

Lack of technical skills amongst emerging farmers

underinvestment in bulk infrastructure (predominantly road infrastructure), a lack of

diversification, a need for stronger relationships between stakeholders, limited small-scale

farmer support and assistance, and the need for redevelopment/regeneration of vacant

farms.

In order to address these challenges, a number of strategic interventions are required that

specifically target the major challenges faced by both commercial and emerging farmers. To this

end, strategic programmes are identified which pave the way for the identification of related

projects aimed to tackle the challenges. The strategies identified within this goal, excluding those

identified in the Agri-parks Masterplan are identified below:


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Strategy 1: Agricultural Stakeholders Improvement of coordination

This strategy aims to facilitate collaboration amongst agricultural players via a farmer’s activity

clusters, as well as a formal platform for frequent engagement amongst agricultural associations,

officials and other key stakeholders. The projects under this strategy are:

1. Facilitate frequent engagement between public and private stakeholders involved in

agriculture

2. To facilitate the establishment of farmers co-operatives and activity clusters

3. To undertake an annual audit of the agricultural activities in the Municipality

4. Undertake the farmers need survey to be highlighted through a monthly municipal agri-

newsletter

Strategy 2: Improve agro-processing and diversify commodities

The diversification of agricultural commodities is important for the growth of the agricultural sector.

Therefore, Agri-parks recommendations as well as the farmers support programmes need to be

prioritised in partnership with the Department of Rural Development and Land Reforms (DRDLR)

and the Agricultural Development Agency (ADA). The projects under this strategy are:

1. Facilitate community outreach for aquaculture business around Mthunzini

2. Facilitate private sector interest and investment in essential oils production project

3. Fast-tracking the implementation of the agricultural projects presented in the Agri-Parks

Master Plan

4. Fast-tracking the implementation of the agricultural projects included in Operation Phakisa

5. Facilitate the Installation of a borehole to supply irrigation water for ploughing project in the

Nzuza area

Strategy 3: Encourage the development and expansion of the agriculture sector

This programme encourages opportunities for press activity to create more awareness to both

buyers and sellers as well as to create networking opportunities for entrepreneurs via attendance

at food events, etc. Food and drink is a growing sector, especially affordable niche products that

are able to cater for the changing tastes of the modern consumer. These speciality products are

the basis for many businesses in rural communities to enhance the tourism offer to bring additional

sources of income. They also offer significant potential in generating income for producers from

outside the area through supply chain development.


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The strategy also highlights the importance of the rural area’s land and property assets in

developing its economic potential. It is on the back of these assets that many of the tourism and

food and drink objectives are based. There is a need to seek funding to develop a local food map

and build closer links with the Municipality food supply chain. Explore the development of a

microbrewery, agro-processing plant, etc. Explore potential for significant regional food initiatives

and have role players meet at buyer events for local food producers to stimulate networking

opportunities. The projects under this strategy are:

1. Create a forum for local farms, food product manufacturers and restaurants to network

2. Work with the community to raise awareness of the benefits of local food production

3. Develop an Agricultural Development Plan/ Strategy for the Municipality

4. Promote and support awareness on sustainable use of natural resources (water, electricity -

solar) in areas where agricultural practices are undertaken

5. Ensure good agricultural land is reserved for agriculture production use (i.e. ensure that not

for other land uses such as housing or other activities)

6. Identify areas for new agricultural opportunities

7. To facilitate the production of dry beans in 200 ha at Ndlangubo

8.3.2 GOAL 2: SUPPORTING THE MANUFACTURING SECTOR

The manufacturing sector in uMlalazi still faces a large number of challenges, the most significant

of which are a lack of diversification within the sector; a lack of support for industry in terms of

lobbying with provincial and national government and SOEs; limited investment into new

technology and a lack of technical skills by local SMMEs to participate within the manufacturing

sector. In order to address these challenges, the following strategies were identified:

Strategy 4: Manufacturing sector policy support

In uMlalazi investment into manufacturing occurs on an ad hoc basis with little guidance in terms

of specific priority industries which will build on comparative and competitive advantages of the

Municipality. Various industrial policies have been developed at a national and provincial level

that seeks to guide the development of the manufacturing sector including that of uMlalazi

Municipality. The projects under this strategy are:

1. Conduct study to revitalise the Ntumeni Mill, possible uses of the mill for manufacturing

2. Extension of Gingindlovu industrial area to include automotive industries


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3. Determine suitable incentives for innovative manufacturers

4. Assist SMMEs in packaging funding applications to existing funds for manufacturing

opportunities

5. Facilitate existing manufacturers to access national incentives that are available

Strategy 5: To promote investment and boost the local economy

This strategy aims to ensure that investment promotion is sustained within the Municipality through

a business retention programme, as well as a business aftercare programme. It is vitally important

to ensure that existing businesses are satisfied with the business environment and that all their

needs are addressed. This includes ensuring that businesses have a voice that is being heard by

government, and that challenges and constraints being faced are addressed. A business

retention and expansion programme is required to focus on the identification of key issues and

challenges, and monitoring changes in business perception based on recurring questions to

business. The projects under this strategy are:

1. Develop a SMME Development Strategy with a Business Retention and Expansion

programme

2. Reduce the red-tape and municipal administrative processing times

3. To develop the Investment Promotion and Facilitation Strategy

4. Facilitate partnerships between local SMME’s and local mining companies for downward

beneficiation including procurement and incubation programmes

5. Develop a business aftercare programme for new and existing businesses

8.3.3 GOAL 3: IMPROVE THE TOURISM SECTOR

This goal aims to improve the tourism sector to reach to its full potential. uMlalazi possesses rich

cultural heritage and historic knowledge and should be a major tourism destination within

KwaZulu-Natal. The challenges within the tourism sector include the lack of a clear tourism vision

that paves the way on how to address all tourism needs and challenges: e.g. the need for

diversification of the tourism sector, the need for marketing of the region and the need for tourism

infrastructure upgrades. The projects under this strategy are:

Strategy 6: Diversification of the tourism activities

uMlalazi has a variety of tourism products although some are not yet developed to their full

potential. products such as ecotourism, business and event tourism in particular have the potential


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to attract a wide range of visitors to the area throughout the year, and it is suggested that the

Municipality develop a guideline pack for events that can guide event organisers. Furthermore,

adventure tourism and township tours should be promoted, and the current cultural and historic

tourism offerings should be expanded. The projects under this strategy are:

1. Development of Tourism Development Plan/ Strategy for the municipality

2. Create a concise tourism events calendar or action plan that can guide event organisers

3. Diversification of the tourism sector by promoting the development of adventure tourism

and township tours

4. Fast-tracking the implementation of the tourism projects presented in Operation Phakisa

5. Examine potential for pop up restaurants/ pubs to revitalise local food and drink to rural

areas

6. Marketing of the region at national and international shows and exhibitions in conjunction

with TKZN

7. Identify potential SMME opportunities in the tourism sector as well as new tourism products

in adventure tourism

8. Establish a Tourism Forum and CTOs (Community Tourism Organisations)

9. To fast track the transformation of the tourism industry through Ownership and Management

transformation, Skills Development, Tourism Markets, Awareness Creation, Information

Distribution dedicated to black people

10. To establish a tourism transformation support unit (TTSU) in the Municipality to support

emerging African tourism stakeholders

Strategy 7: Provision of Tourism Support Infrastructure

A number of tourism attractions within uMlalazi are in serious need of infrastructure upgrade. This

programme focusses on these attractions. Additionally, signage plays a large part in ensuring that

tourism corridors and attractions are easy to navigate to. The projects under this strategy are:

1. To revitalise and increase the marketing around the Kwabulawayo Cultural Centre

2. Establishment of One Stop information centre and craft hub at Eshowe

3. Upgrade of public space to accommodate commuters, tour coaches and informal

traders at Mthunzini (Phase 1)

4. Development of open picnic area and botanical gardens at Mthunzini

5. Upgrade of Fort Nonqayi Museum buildings, equipment and furniture


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6. Upgrade and maintenance of the caravan park (including ablution block, fencing of site

and braai facilities)

7. Upgrade and maintenance of Gingindlovu Battlefields Site and cemetery including fencing

of the site

8. Construction of 2 pedestrian bridges in uMlalazi Nature Reserve (recycled plastic material)

9. Upgrade and maintenance of Ishlazi Dam facilities

10. Develop and support the Butterfly Dome and Nature Playground

11. Develop walkways by adding railings, installation of wendy house (guard) and fencing of

site at Mpushini waterfalls –

12. Installation of shelter in the beachwalk platform at Mthunzini beach

13. Identification and lobbying for funding for new tourism signage

8.3.4 GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY

uMlalazi has a functional LED unit; however, due to lack of funding and other reasons, it struggles

to implement its mandate. The institutional challenges facing the LED unit include efficient project

and financial management for LED initiatives, limited public-private partnerships, the need for a

business retention and expansion programme, and red tape and collective administrative

burden. To address these challenges and to meet the overarching goal, the following strategies

have been developed:

Strategy 8: Coordination of LED stakeholders and funding

In order to improve the coordination and communication between LED stakeholders a formal

platform for frequent engagement between government officials and the local business bodies

should be developed in the form of a forum. Additionally, the improvement of intergovernmental

relations should be encouraged so that the municipality’s LED capacity can be strengthened

through strategic partnerships with EDTEA and COGTA. Collaboration between the public and

private sector will enable opportunities to be unlocked. This projects within this strategy aims to

facilitate communication and coordination between both sectors via information sharing on a

regularly updated database.

Further, Funding of LED implementation is a major challenge not just provincially, but also

nationally. It will be important to consolidate all LED funding sources into a single database, and

make deliberate efforts to engage these sources, rather than rely fully on government funding.


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Previous examples of funding applications should also be included. The packaging of LED projects

needs to be done on an on-going process by officials. The projects under this strategy are:

1. Ensure information sharing as well as alignment, coordination of investment promotion,

business retention and expansion activities within the LED Unit

2. Build the officials capacity to support the economy through networking with other

organisations, civil society, religious, sporting and other relevant government bodies

3. Facilitate the establishment of a Municipality LED Forum

4. Encourage the improvement of intergovernmental relations of all spheres through

information sharing and project feedback

5. Undertake technical workshops with officials and councillors to clarify their obligations and

boundaries in order to reduce political interference

6. Compile a database of all potential funding sources for LED implementation as well as

previous examples of funding applications

Strategy 9: Improving the LED capacity

When the LED unit is under capacitated it will face challenges to implement its economic

mandate. The institutional challenges facing the LED units include efficient project and financial

management for LED initiatives, lack of capacity to deal with green economy, agriculture and

other related LED special assignments in the Municipality. Therefore, there is a need to capacitate

the LED portfolio in order to adhere to its constitutional mandate of efficiently providing services

to its citizens. The projects under this strategy are:

1. Staffing of the LED vacant portfolio in uMlalazi

2. Review the uMlalazi LED organogram where necessary

3. Set up a Project Management Unit (PMU) to keep updates on progress of projects

4. To undertake a skill demand audit to assess whether educational institutions have

programmes that are aligned with industry demand

8.3.5 GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE

The provision of infrastructure is crucial to unlocking the potential of economic sectors in any

Municipality. Within the agricultural sector, the provision of access roads is important in stimulating

growth in the sector, while provision of consistent bulk services and strong road and rail

infrastructure is crucial for the success of the manufacturing sector. Accordingly, this strategy


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focuses on identifying strategies that deal with infrastructural challenges. The specific strategies

developed are identified below.

Strategy 10: Provision and maintenance of bulk infrastructure

Ensuring sufficient capacity with regards to transportation infrastructure is critical for the success

of LED. At a local level however, there is little control over national and provincial roads, as well as

the rail line. In this regard, the Municipality needs to ensure that there are good channels of

communication with the relevant departments (DOT, Transnet, etc.).

Further, bulk services are extremely important to ensure not only LED, but also general growth and

development within a region. Currently there are challenges around the provision of water to

support the agricultural sector, not only within uMlalazi, but the province and country as a whole.

A focus of this programme is development of bulk water capacity to ensure that sufficient water

is available now and for future growth and development. Furthermore, the development of bulk

electricity supply is critical for growth in the manufacturing sector. The projects under this strategy

are:

1. Amatikulu Dam construction along Amatikulu river

2. Facilitate Operation Phakisa through the disposal of redundant stateland around King

Dinuzulu Township – development of multi-purpose centre

3. Determine the transport needs of manufacturers and the possibility of putting in a rail line

for freight cargo

4. Facilitate the improvement of the public transport system in the Municipality

5. Lobby for the provision of bulk infrastructure such as water provision, electricity supply, etc.

in conjunction with other key stakeholders

6. To develop the lower cost methods of power generation including solar lighting and Wind

farm "Enviro-power"

Strategy 11: Facilitating easy access to land for development and housing

Access to land has been highlighted as one of the challenges in the Municipality for investment.

Various support resources are available for urban development in the areas of economic

development, e.g. manufacturing, housing, retail etc. but may be constrained by land issues.

Further, there is a need for growth of new housing in sustainable locations to increase the

population of villages, including those where services are in decline or under threat. New housing


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and a good quality of life are valuable in terms of attracting and retaining people to live in the

area and support the sustainability of local businesses.

New housing sites should be developed in key rural locations. These new housing developments

should be affordable and be packaged with all necessary services such as water, sanitation,

refuse removal etc. Opportunities should be researched for funding to develop a live-work

approach to housing developments. The projects under this strategy are:

1. facilitate the development of Eshowe Gardens Mixed Use Development (Remainder of Erf

413 and Portion of Erf 10 000 Eshowe)

2. Eshowe CBD Revitalisation and Extension

3. Rutledge Park Middle Income Housing Development at Eshowe

4. Mpushini Park Housing Development at Eshowe

5. Dokodweni Precinct Development

6. Mbongolwane nodal development

7. Amatikulu River Corridor Project (Agrivillage development)

8. Facilitate the provision of Mthunzini shopping complex development (Remainder of Erf

167, Mixed Use Development)

9. Facilitate the provision of Gingindlovu one stop truck shop

10. Partnering with ITB and other land owners for the release of the land for development

11. Develop a database of land parcels made available for commercial, industrial, housing

and other current and future developments as well as ensuring that zoning processes are

clearly defined

12. Facilitate the clearing of all rural housing development backlogs

13. Develop a red tape reduction strategy for new housing applications

Strategy 12: Improved safety and wellbeing

There is a need to look at how we live, how we can build active and healthy lifestyles into our lives,

how we can make the most of people’s skills, community assets and diversity, and how we can

help people to improve their life chances by learning new skills and securing employment to

ensure a prosperous, attractive, healthy and safe community for all to enjoy. In order to address

ill health and its impact on the economy, action such as primary prevention, seeking to prevent

the onset of specific conditions by reducing risk through altering behaviours or exposures, such as

increased levels of physical activity, better promotion of activities available and better nutritional

education is required.


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This strategy involves should decrease the burden on public hospitals as people begin to realise

the importance that healthcare has on overall personal productivity. The projects under this

strategy are:

1. Undertake customer satisfaction surveys to gauge the level of service delivery in the

Municipality

2. Facilitate the development of mobile clinics for rural area

3. Facilitate the establishment of partnerships between the community and SAPS to reduce

crime

8.3.6 GOAL 6: SUPPORT SMALL ENTERPRISES

Investing in enterprise development is instrumental in overcoming challenges such as

unemployment and other poverty related issues. In many countries, especially those in Africa and

Asia, the micro-enterprise sector absorbs the majority of the working population. Small businesses

are often the vehicle by which the people with the lowest incomes gain access to economic

opportunities, thereby redressing economic challenges. The term ‘small enterprise’ incorporates

a range of economic categories, from micro to small, medium as well as co-operative enterprises.

The specific strategies identified are listed below.

Strategy 13: Assistance and support for small enterprises

This strategy envisages development of both formal and informal economy businesses, as a

starting point. The strategy should then envisage construction of a trade centre in both townships,

with all supporting facilities. It is also important that, under this strategy, the Municipality facilitates

organisation of informal economy actors, as a collective bargaining exercise. This platform will

form the basis upon which on-going engagement between the Municipality and the small

businesses and informal economy traders. The projects under this strategy are:

1. Develop a database that records informal businesses and business/economic activities that

happen within the municipality

2. Develop an informal economy strategy that will plan, regulate and develop the sector

3. Create standard guidelines for business plans to assist SMMEs formulate business plans and

to access funds and other business needs

4. Create standard guidelines that assist new firms with business registrations


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5. Construction of Ogagwini trading facilities

6. Provide container information centres for rural SMME's to access services from SEDA, etc.

7. Provide emphasis on preferential treatment for the local SMMEs to benefit from the local

tenders

Strategy 14: Small enterprise development of innovation

As part of supporting the SMMEs and informal economy in uMlalazi, creating and facilitating

opportunities for entrepreneurship and innovation is an important factor to consider. Projects

include conducting an annual business innovation fair in conjunction with EDTEA. Presenting

innovation awards will also potentially incentivise business entrepreneurship. The projects under

this strategy are:

1. To support and strengthen the establishment of a municipal wide Business Association/

Forum

2. To run an annual small business innovation fair

3. Facilitate an SMME business skills development programme

4. Facilitate training for informal businesses

5. Establish an SMME and cooperatives database and promote SMME's to large businesses

6. Registering of SMME's on municipal databases for various supports

8.3.7 GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR

Climate change presents a major challenge for any area and acknowledging responsibility for

future generations means protecting the environment by creating more energy efficient,

sustainable communities. This includes reducing energy consumption by developing alternative

energy sources, ensuring buildings use resources more efficiently and have an impact on

ultimately decreasing the borough’s ecological footprint.

Further, the lack of universally available fast broadband across the country is a problem that the

government has recognised and is trying to address various programmes. There is a need to

improve broadband connections throughout rural areas to create a more efficient work

environment for businesses and entrepreneurs that will be required to access market information

in order to differentiate their business activities.

Strategy 15: Support the development of the green economy sector


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A high quality natural environment and green infrastructure are integral to the health and

wellbeing of sustainable local communities in order to meet their environmental, social and

economic needs. Open space and recreation facilities make a fundamental contribution to the

quality of an area for both residents and visitors alike and supporting the development of these as

well as cultural and heritage assets ensures an appealing environment for both people and wildlife

to prosper.

Funding needs to be acquired for the provision of solar photovoltaics on rural homes to decrease

the electricity burden. Although solar energy is a costlier system upfront, the long run costs as well

as the impact on the environment prove worth its initial cost. It is therefore suggested that

exploration of large scale solar photovoltaics take place. Interventions which address flood

alleviation and the enhancement of land for biodiversity and recreation, conserve the quality of

environment and contribute to wider economic benefits. The projects under this strategy are:

1. Partner with the Environmental Services Units and undertake the development of Green

Economy Guidelines with key focus on Green energy, Green industry, Green property,

Green landscape, Green agriculture, Green jobs and Green skills development

2. Investigate opportunities for biogas green energy initiatives linked to agriculture practices

undertaken within the Municipality

3. Investigate opportunities to transform existing waste into renewable green energy for local

consumption

Strategy 16: Support the development of the ICT sector

Broadband connectivity is a vital factor in attracting external investments into the Municipality.

Funding therefore needs to be secured to fast track the broadband rollout in the Municipality to

ensure that businesses have better access to information, scholars have more access to

educational materials, etc. The projects under this strategy are:

1. Develop an ICT Strategy that will focus on:

ICT Skills development

Coordination of ICT research and development

Creating strategic partnerships with other ICT role players that support economic

development

To improve internet and technology access with reduce costs

SUMMARY OF STRATEGIC FRAMEWORK

The table below displays a summary of the Strategic Framework.

Table 15: Strategic Framework Summary

Goals Strategies Projects

1: THE AGRICULTURAL

SECTOR SUPPORT

Strategy 1:

Agricultural

Stakeholders

Improvement of

coordination

Facilitate frequent engagement between public and private stakeholders

involved in agriculture

To facilitate the establishment of farmers co-operatives and activity clusters

To undertake an annual audit of the agricultural activities in the Municipality

Undertake the farmers need survey to be highlighted through a monthly

municipal agri-newsletter

Strategy 2: Improve

agro-processing and

diversify

commodities

Facilitate community outreach for aquaculture business around Mthunzini

Facilitate private sector interest and investment in essential oils production

project

Fast-tracking the implementation of the agricultural projects presented in the

Agri-Parks Master Plan

Fast-tracking the implementation of the agricultural projects included in

Operation Phakisa

Facilitate the Installation of a borehole to supply irrigation water for ploughing

project in the Nzuza area

Strategy 3:

Encourage the

development and

Create a forum for local farms, food product manufacturers and restaurants to

network

Work with the community to raise awareness of the benefits of local food

production


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expansion of the

agriculture sector

Develop an Agricultural Development Plan/ Strategy for the Municipality

Promote and support awareness on sustainable use of natural resources (water,

electricity - solar) in areas where agricultural practices are undertaken

Ensure good agricultural land is reserved for agriculture production use (i.e.

ensure that not for other land uses such as housing or other activities)

Identify areas for new agricultural opportunities

To facilitate the production of dry beans in 200 ha at Ndlangubo

2: SUPPORTING THE

MANUFACTURING

SECTOR

Strategy 4:

Manufacturing

sector policy support

Strategy

Conduct study to revitalise the Ntumeni Mill, possible uses of the mill for

manufacturing

Extension of Gingindlovu industrial area to include automotive industries

Determine suitable incentives for innovative manufacturers

Assist SMMEs in packaging funding applications to existing funds for

manufacturing opportunities

Facilitate existing manufacturers to access national incentives that are available

Strategy 5: To

promote investment

and boost the local

economy

Develop a SMME Development Strategy with a Business Retention and Expansion

programme

Reduce the red-tape and municipal administrative processing times

To develop the Investment Promotion and Facilitation Strategy

Facilitate partnerships between local SMME’s and local mining companies for

downward beneficiation including procurement and incubation programmes

Develop a business aftercare programme for new and existing businesses

Development of Tourism Development Plan/ Strategy for the municipality


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3: IMPROVE THE

TOURISM SECTOR

Strategy 6:

Diversification of the

tourism activities

Create a concise tourism events calendar or action plan that can guide event

organisers

Diversification of the tourism sector by promoting the development of adventure

tourism and township tours

Fast-tracking the implementation of the tourism projects presented in Operation

Phakisa

Examine potential for pop up restaurants/ pubs to revitalise local food and drink

to rural areas

Marketing of the region at national and international shows and exhibitions in

conjunction with TKZN

Identify potential SMME opportunities in the tourism sector as well as new tourism

products in adventure tourism

Establish a Tourism Forum and CTOs (Community Tourism Organisations)

To fast track the transformation of the tourism industry through Ownership and

Management transformation, Skills Development, Tourism Markets, Awareness

Creation, Information Distribution dedicated to black people

To establish a tourism transformation support unit (TTSU) in the Municipality to

support emerging African tourism stakeholders

Strategy 7: Provision

of Tourism Support

Infrastructure

To revitalise and increase the marketing around the Kwabulawayo Cultural

Centre

Establishment of One Stop information centre and craft hub at Eshowe

Upgrade of public space to accommodate commuters, tour coaches and

informal traders at Mthunzini (Phase 1)


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Development of open picnic area and botanical gardens at Mthunzini

Upgrade of Fort Nonqayi Museum buildings, equipment and furniture

Upgrade and maintenance of the caravan park (including ablution block,

fencing of site and braai facilities)

Upgrade and maintenance of Gingindlovu Battlefields Site and cemetery

including fencing of the site

Construction of 2 pedestrian bridges in uMlalazi Nature Reserve (recycled plastic

material)

Upgrade and maintenance of Ishlazi Dam facilities

Develop and support the Butterfly Dome and Nature Playground

Develop walkways by adding railings, installation of wendy house (guard) and

fencing of site at Mpushini waterfalls –

Installation of shelter in the beachwalk platform at Mthunzini beach

Identification and lobbying for funding for new tourism signage

4: IMPROVING LED

PORTFOLIO AND

CAPACITY

Strategy 8:

Coordination of LED

stakeholders and

funding

Ensure information sharing as well as alignment, coordination of investment

promotion, business retention and expansion activities within the LED Unit

Build the officials capacity to support the economy through networking with

other organisations, civil society, religious, sporting and other relevant

government bodies

Facilitate the establishment of a Municipality LED Forum

Encourage the improvement of intergovernmental relations of all spheres through

information sharing and project feedback


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Undertake technical workshops with officials and councillors to clarify their

obligations and boundaries in order to reduce political interference

Compile a database of all potential funding sources for LED implementation as

well as previous examples of funding applications

Strategy 9:

Improving the LED

capacity

Staffing of the LED vacant portfolio in uMlalazi

Review the uMlalazi LED organogram where necessary

Set up a Project Management Unit (PMU) to keep updates on progress of

projects

To undertake a skill demand audit to assess whether educational institutions have

programmes that are aligned with industry demand

5: PROVISION OF

ECONOMIC

INFRASTRUCTURE

Strategy 10: Provision

and maintenance of

bulk infrastructure

Strategy

Amatikulu Dam construction along Amatikulu river

Facilitate Operation Phakisa through the disposal of redundant stateland around

King Dinuzulu Township – development of multi-purpose centre

Determine the transport needs of manufacturers and the possibility of putting in a

rail line for freight cargo

Facilitate the improvement of the public transport system in the Municipality

Lobby for the provision of bulk infrastructure such as water provision, electricity

supply, etc. in conjunction with other key stakeholders

To develop the lower cost methods of power generation including solar lighting

and Wind farm "Enviro-power"

Strategy 11:

Facilitating easy

facilitate the development of Eshowe Gardens Mixed Use Development

(Remainder of Erf 413 and Portion of Erf 10 000 Eshowe)


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access to land for

development and

housing

Strategy

Eshowe CBD Revitalisation and Extension

Rutledge Park Middle Income Housing Development at Eshowe

Mpushini Park Housing Development at Eshowe

Dokodweni Precinct Development

Mbongolwane nodal development

Amatikulu River Corridor Project (Agrivillage development)

Facilitate the provision of Mthunzini shopping complex development (Remainder

of Erf 167, Mixed Use Development)

Facilitate the provision of Gingindlovu one stop truck shop

Partnering with ITB and other land owners for the release of the land for

development

Develop a database of land parcels made available for commercial, industrial,

housing and other current and future developments as well as ensuring that

zoning processes are clearly defined

Facilitate the clearing of all rural housing development backlogs

Develop a red tape reduction strategy for new housing applications

Strategy 12:

Improved safety and

wellbeing

Undertake customer satisfaction surveys to gauge the level of service delivery in

the Municipality

Facilitate the development of mobile clinics for rural area

Facilitate the establishment of partnerships between the community and SAPS to

reduce crime

6: SUPPORT SMALL

ENTERPRISES

Strategy 13:

Assistance and

Develop a database that records informal businesses and business/economic

activities that happen within the municipality


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support for small

enterprises

Develop an informal economy strategy that will plan, regulate and develop the

sector

Create standard guidelines for business plans to assist SMMEs formulate business

plans and to access funds and other business needs

Create standard guidelines that assist new firms with business registrations

Construction of Ogagwini trading facilities

Provide container information centres for rural SMME's to access services from

SEDA, etc.

Provide emphasis on preferential treatment for the local SMMEs to benefit from

the local tenders

Strategy 14: Small

enterprise

development of

innovation

To support and strengthen the establishment of a municipal wide Business

Association/ Forum

To run an annual small business innovation fair

Facilitate an SMME business skills development programme

Facilitate training for informal businesses

Establish an SMME and cooperatives database and promote SMME's to large

businesses

Registering of SMME's on municipal databases for various supports

7: PROMOTE A GREEN

ECONOMY AND ICT

SECTOR

Strategy 15: Support

the development of

the green economy

sector

Partner with the Environmental Services Units and undertake the development of

Green Economy Guidelines with key focus on Green energy, Green industry,

Green property, Green landscape, Green agriculture, Green jobs and Green skills

development


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Investigate opportunities for biogas green energy initiatives linked to agriculture

practices undertaken within the Municipality

Investigate opportunities to transform existing waste into renewable green energy

for local consumption

Strategy 16: Support

the development of

the ICT sector

Develop an ICT Strategy that will focus on:

ICT Skills development

Coordination of ICT research and development

Creating strategic partnerships with other ICT role players that support

economic development

To improve internet and technology access with reduce costs