intsika yethu local municipality - Provincial Spatial Development plan

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Map 7: Overviews of empty land and flood lines within IYLMStrategic Density Increases:‐ Densification and infill development at strategic pointsprovide the opportunity of ensuring increased activity inthe centre and ensure that necessary thresholds to supportbusiness activity is present in the centre.‐ New developments of various income levels must thereforebe promoted in area C,D and E.Flood Line Protection:‐ The protection of the flood line is critical for safety reasons andfor protecting the river and maximising the tourismopportunities that can be realised for the rivers natural value.72
IYLM is not immune to emergencies and disasters and occasionally suffers the impact of various humaninducedand natural hazards that have the potential to kill, injure, destroy and disrupt. In terms of Section54 (1) b of the Disaster Management Act, “the council of Chris Hani District Municipality, acting afterconsultation with the relevant Local Municipality, is primarily responsible for the co-ordination andmanagement of local disasters that occur in its area”. Furthermore, Section 54 (2) states that a DistrictMunicipality and the relevant Local Municipality may, despite subsection 54 (1) (b), agree that the Councilof the Local Municipality assumes primary responsibility for the coordination and management of a localdisaster that has occurred or may occur in the area of the Local Municipality”. Within the region, theprimary responsibility of coordination rest with local municipalities.Regarding a Disaster Management Centre, Section 43 of the Disaster Management Act of 2002 states that“each District municipality must establish in its administration a disaster management centre for itsmunicipal area in consultation with and operate such a centre in partnership with local municipalities”. Inthis respect IYLM is reliant primarily on CHDM in the event of a disaster for managing the rollout ofdisaster relief and mitigation.IYLM has initiated the development of a Fire Response Plan and Fire and Emergency Guide Plan that willassist in the overall preparation and management of fires. Primarily, the plans aim:To prevent and combat veld, forest, mountain and chemical fires throughout the municipality;To minimize the impact of veld fires where occurrences cannot be prevented;To determine the various role players in cases of veld fires;Determine a practical approach to be adopted by the municipality in endeavour of minimizing firesthrough prevention, including early warning systems, mitigation and response strategies;To provide guidance on the provision of fire fighting services including fighting of specialized firessuch as mountain, veld and chemical fires; andTo provide a standard regulation through by-laws for the prevention, management and controlling offires in the region.However, there are considerable impediments for IYLM in the total preparation for fire and emergencyeventualities. These challenges include:Building sufficient fire fighting and rescue capacity;Improving the response time;Establishing a local Disaster Management Centre;Capacitating the Fire Protection Associations; andIdentification of suitable land in the event of temporary or permanent relocations.IYLM currently has a central database for the tracking of fires across locations, dates and times. The mainchallenge in this regard in the prevention and mitigation of veld fires as they remain the most seriousthreat in this regard.73
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INTSIKA YETHU LOCALMUNICIPALITYINTE
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Table of ContentsExecutive Summary
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6.4.4 Job creation, enterprise form
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Acronym ListABETAIDSASGISABOPCBPCDW
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List of TablesTable 1: Distribution
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Executive SummaryIntsika Yethu Loca
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Development strategies, projects an
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Chapter 1: Introduction and Plannin
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ActorsRole and Responsibilitiestask
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Item Activities Deliverables Respon
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Item Activities Deliverables Respon
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Planning PhaseMonitoring of impleme
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Chart 2: Ward issues identified wit
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The constitutional allocation of
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ServicesMunicipal parks &recreation
Page 31 and 32: some of the Section 79 Committees w
Page 33 and 34: As the municipality forges onwards
Page 35 and 36: Figure 1: Municipal Manager’s Off
Page 37 and 38: Figure 3: Finances organisational s
Page 39 and 40: The Director of Local Economic Deve
Page 41 and 42: compilation of the IDP, the Directo
Page 43 and 44: Table 12: Existing Institutional Po
Page 45 and 46: (Part B) The Development Context an
Page 47 and 48: Table 15: Poverty rates from 1995-2
Page 49 and 50: Table 16: Social Grants recipients
Page 51 and 52: 3.4 Human Development IndexThe leve
Page 53 and 54: 3.6 Economic DataChart 8: Gross Val
Page 55 and 56: Community;Social and personal servi
Page 57 and 58: Map 1: Spatial PrioritiesSource: IY
Page 59 and 60: Table 18: Prioritised Secondary Nod
Page 61 and 62: Map 3: Special Development AreasSou
Page 63 and 64: Settlement ZoneTypeLocality anddesc
Page 65 and 66: Map 5: Land Reform ZoneSource: IYLM
Page 67 and 68: TechnicalService ClusterSocial Need
Page 69 and 70: The above table indicates the exist
Page 71 and 72: Map 6: Water ResourcesSource: IYLM
Page 73 and 74: used form of energy in IYLM with an
Page 75 and 76: municipality maintains a formal hou
Page 77 and 78: Increase graduate output in areas o
Page 79 and 80: and function of Municipal Health Se
Page 81: Table 28: IYLM Waste Generation Rat
Page 85 and 86: IYLM and all its stakeholders and c
Page 87 and 88: Table 29: Tourism Facilities in IYL
Page 89 and 90: Figure 8: Availability of activitie
Page 91 and 92: Map 8: TourismSource: IYLM Spatial
Page 93 and 94: Map 9: Proposals Local Economic Dev
Page 95 and 96: 5.4.6 ForestryForestry is the secon
Page 97 and 98: 5.4.7 Environment ManagementIt is e
Page 99 and 100: municipality, and specifically the
Page 101 and 102: In terms of alignment and addressin
Page 103 and 104: 6.4.4 Job creation, enterprise form
Page 105 and 106: IMPROVE SERVICE DELIVERYSOCIO-ECONO
Page 107 and 108: 6.5.1 KPA 1: Municipal Transformati
Page 109 and 110: Strategic Objective: To enhance gov
Page 111 and 112: 6.5.2 KPA 2: Basic Services and Inf
Page 113 and 114: Strategic Objective: To improve acc
Page 115 and 116: Strategic Objective: To improve the
Page 117 and 118: Strategic Objective: To improve the
Page 119 and 120: 6.5.3 KPA 3: Local Economic Develop
Page 121 and 122: Strategic Objective: To contribute
Page 123 and 124: Training of allsuppliersNumber of l
Page 125 and 126: Strategic Objective: To increase re
Page 127 and 128: (MPAC)117
Page 129 and 130: 6.6 Projects and ProgrammesThe proj
Page 131 and 132: Dept.KPA: Basic Services and Infras
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Dept.KPA: Basic Services and Infras
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KPA: Basic Services and Infrastruct
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KPA: Local Economic DevelopmentFina
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KPA: Local Economic DevelopmentFina
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136
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IYLM Municipal Manager's OfficeCust
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KPA: Local Economic DevelopmentDept
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6.7.4 KPA 4: Financial Management a
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Chapter 4: Performance Management S
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c) Clarifies the roles and responsi
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f) The percentage of a municipality
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7.2.6 The PMS in relation to the ID
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Personal Development plan: these ar
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158
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Table 40: Monthly revenue projectio
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Table 42: Monthly expenditure proje
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7.6.1 Quarterly service delivery ta
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Strategic Objective: To enhance gov
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7.6.1.2 KPA 2: Basic Services and I
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Cluster: Social Needs Cluster (with
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Traffic SafetyEducation &awarenesst
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Strategic Objective: To improve the
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7.6.1.3 KPA 3: Local Economic Devel
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Strategic Objective: To contribute
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Training of allsuppliersNumber of l
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Strategic Objective: To increase re
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Strategic Objective: To ensure codi
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Chapter 5: Financial Plan and Budge
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donations and subsidies are investi
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8.5.2 Operational Financing Strateg
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The three year financial plan inclu
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PERSONNEL/PROJECT/PROGRAMMEBUDGET 2
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PERSONNEL/PROJECT/PROGRAMMEBUDGET 2
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8.10 Financial Policies8.10.1 Amend
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Chapter 6: ApprovalThe Draft IDP 20
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Table 2: Current Plans with CHDM or
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