Contents

1. Briefing to the Portfolio Committee on Provincial and Local GovernmentCompliance Reports and Legislation on Traditional LeadershipMs Lindiwe Msengana-Ndlela, Director-GeneralCape Town24 June 2008

2. The dplg 24 June 2008 2 Contents Overview of dplg Reports: (A) Slide No.: • Inaugural Annual Report on Disaster Management 3 ~ 33 • Report on performance of municipalities 35 ~ 67 • Inter-governmental Relations (IGR) Report 69 ~ 87 Overview of Legislation on Traditional Leadership: • National House of Traditional Leaders Bill (B) 90 ~ 95 • The Traditional Leaders and Governance Framework Bill (C) 96 ~ 103

3. The dplg 24 June 2008 3 Presentation Overview: Disaster Management • Introduction and objectives of the Report • Progress • Challenges • How challenges have been addressed • Way forward and future outlook • Conclusion

4. The dplg 24 June 2008 4 1. Introduction and Objectives of the Report • In Terms of Section 24 of the Disaster Management Act, 2002; • The National Disaster Management Centre (NDMC) must submit a report annually to the Minister reporting on - a) The NDMC’s activities during the year; b) The results of its monitoring of prevention and mitigation initiatives; c) Disasters that occurred during the year in each province; d) The classification, magnitude and severity of these disasters; d) The effects they had; f) Particular problems that were experienced with these disasters and generally in implementing the Disaster Management Act and the National Disaster Management Framework (NDMF);

5. The dplg 24 June 2008 5 Introduction and Objectives … • The way in which these problems were addressed; • Progress with preparation of plans and strategies by organs of state; and • An evaluation of the implementation of such plans and strategies. • The Minister must submit the report to Parliament within 30 days after receipt thereof from the NDMC. • NDMC must at the same time submit a copy to each provincial and Municipal Disaster Management Centre. • Report is the Inaugural Disaster Management Annual report. • A decision was taken to report from the 2006/07 financial year and reflect on progress since the promulgation of the Act.. (Page 18)

6. The dplg 24 June 2008 6 2. Progess • The NDMC undertook a road-show to each province during latter half of 2007 • 20 July 2007 – 30 August 2007 • National workshop with national public entities took place on 31 August 2007. • Prepared a template for national departments, provinces and municipalities based on the 4 Key Performance Areas and 3 Enablers in the National Disaster Management Framework. • Have collated information provided by stakeholders across 3 spheres of government as well as other relevant entities and statutory bodies.

7. The dplg 24 June 2008 7 Overall Progress Structures (Pages 47 – 52) • The Intergovernmental Committee on Disaster Management (ICDM) was established on 13 June 2005 in terms of section 4 of the Disaster Management Act. (Page 47) • The National Disaster Management Advisory Forum NDMAF was established on 26 January 2007 in terms of section 5 of the Disaster Management Act. (Page 48) • The Head of the Centre was appointed on 1 May 2006 in terms of section 10 of the Disaster Management Act. (Page 52) • A fully operational Disaster Management Centre was established on 1 May 2006 in terms of section 8 of the Disaster Management Act. (Page 52) • The Provincial Disaster Management Committee was operationalised. (Page 63)

8. The dplg 24 June 2008 8 Overall Progress … Information Technology(Pages 55 – 72) • The Pilot Project in the Eastern Cape has been completed and demonstrated to the rest of the provinces. A process of identifying local providers of similar systems is underway. • Phase 1 of the integrated Disaster Management Information System has been implemented (Live Fire Early Warning system in place) and Project Portfolio Office (PPO™) has been implemented to monitor and track the implementation of the Act.

9. The dplg 24 June 2008 9 Overall Progress … NDMC Support to Provinces, Municipalities and other countries(Pages 56 – 65) • Taung flood disaster during April 2006; • Flooding in the Northern Cape Province that occurred in Namakwaland during 2005; • Flood disaster in the Western and Eastern Cape Provinces during July/August 2006; • Snow disaster in the Eastern Cape Province during August 2006; • Veld fires in the Northern Cape during December 2006; • Further local support rendered includes the Drought Relief Programme in collaboration with DWAF and assisting affected municipalities in the continuation of drought recovery programmes; and • At a regional level the NDMC Co-ordinated support from South Africa to Mozambique and Burundi.

10. The dplg 24 June 2008 10 Overall Progress … Training and Capacity building(Pages 53 – 54) • Training and education standards for a professional disaster management career path were developed in collaboration with SAQA (Unit Standards for NQF Level 7). • A Research Learnership Programme focussed on Disaster Management and Early Warning Systems was implemented, based on the Masters Degree for Disaster Management from the University of the Free State (in collaboration with DST, DWAF and the CSIR).

11. The dplg 24 June 2008 11 Overall Progress … Participation in International Forums (Page 15) • International Strategy for Disaster Reduction • United Nations Disaster Assessment and Coordination Committee • ProVention Global Disaster Risk Reduction Forum • South African Development Community • Indian Ocean Early Warning and Mitigation System Committee.

12. The dplg 24 June 2008 12 Overall Progress … Other(Pages 52, 54, 62) • Regulations and priority guidelines identified. • Disaster Management Plans. • The Working on Fire Programme operated successfully.

13. The dplg 24 June 2008 13 Progress: Provincial and Local Dynamics State of Readiness of Provinces (page 14) South Africa’s ability to respond timeously to disastrous events within our borders is largely determined by the relevant disaster management structures and capacities being in place at the Provincial and Local Municipal levels. At the end of the 2006 / 2007 financial year, the provinces reported the following with regard to their state of readiness: *** The above table indicates that South Africa’s institutional capacity to proactively plan for, and react to, natural and human-made disasters has improved since the promulgation of the Disaster Management Act.

14. The dplg 24 June 2008 14 Progress: Provincial and Local Dynamics… Summary • Disaster Management Centres established - • 67 % • 22 % in process • 11 % not established • 56 % fully functional • 56 Head of Centres appointed • Advisory Forums established – • 100 % • Disaster Management Plans finalised - • 67 %

15. The dplg 24 June 2008 15 Progress: Provincial and Local Dynamics… State of readiness of Municipalities Source: 5-YLGSA Provincial Progress Reports, April 2008

16. The dplg 24 June 2008 16 Progress: Provincial and Local Dynamics… Summary • Disaster Management Centres established - • Metros – 67 % • District Municipalities – 68 % • Disaster Management Centres fully functional - • Metros – 67 % • District Municipalities – 51 % • Heads of Centres appointed - • Metros – 67 % • District Municipalities – 55 % • Advisory Forums established - • Metros – 67 % • District Municipalities – 67 %

17. The dplg 24 June 2008 17 Progress: Provincial and Local Dynamics… • Disaster Management Plans finalised - • Metros – 67 % • District Municipalities – 38 % • Disaster Management Frameworks - • Metros – 67 % • District Municipalities – 47 % • Information Technology Communication Systems - • Metros – 67 % • District Municipalities – 13 %

18. The dplg 24 June 2008 18 National Sectorial Dynamics • Inputs from the following national departments: • Department of Agriculture • Rolled out Disaster Risk Management Awareness Campaigns to educate farming communities about disaster risk reduction principles. • Deals with results of its monitoring of prevention and mitigation initiatives. • Also with particular problems experienced in dealing with disasters and generally in implementing the Act and the NDMF. • Has completed 2 policy documents, ie. The Agricultural Disaster Risk Management Plan and the Drought Management Plan. • Department of Health • Drafted Health Disaster Management Policy. • Health Disaster Management Plan 50 % completed. • 2010 Disaster Management Sub-Committee established and meeting on 2 monthly basis. • Emergency Medical and Rescue Services of KZN, standby possible flooding within those provinces post Tropical Cyclone Fario. • Representatives from HDOH and Free State EMS attended 4th Annual Hospital and Emergency Preparedness and Response Course in Thailand Bangkok, Thailand.

19. The dplg 24 June 2008 19 National Sectorial Dynamics… • Department of Minerals and Energy Affairs • Has submitted the National Nuclear Disaster Management Plan. • Has implemented this plan and trained its departmental functionaries. • On-site nuclear emergency plans for Koeberg Pelindaba are regulated and managed in terms of National Nuclear Regulator Act. • Off-site nuclear disaster management plans responsibility of relevant 3 spheres of government coordinated nationally. • National Department of Public Works • Custodian of an extensive asset register with properties located in 126 municipalities situated on dolomite. • Minister of Public Works has instructed the creation of a Dolomite Risk Management Section within the NDOW. • Also established of a National Dolomite Risk Management Working Committee consisting of relevant National Departments. • Has fully implemented a risk management strategy on its own assets in Gauteng. • Has, through extensive training programmes developed a level of awareness and vigilance with respect to dolomite dangers and sinkholes.

20. The dplg 24 June 2008 20 National Sectorial Dynamics… • Department of Science and Technology • Involved in a Research Learnership Programmes focussed on Early Warning Systems and Disaster Management. • Learnership involved students undertaking a full time Masters degree in Disaster Management at the University of Free State and is combined with practical work experience in various government departments. • Started in 2006 with 15 learners, 7 unemployed science graduates and 8 employed at different municipalities. • Department of Water Affairs and Forestry • Key Focus Area of dealing with Veld and Forest fires was identified. • Establishment of 18 FPAs were registered in 2006/07, which brought total to 77. • Veld Fire Management Strategies were successfully implemented in various municipal areas (Greater Cederberg and Potchefstroom). • NDMAF Fire Working Group meets quarterly. • In management of water resources DWAF spearheads initiatives to ensure access to basic water services by unserved South African. • DWAF convenes SA Water Sector during disasters to assist other countries on a partnership basis.

21. The dplg 24 June 2008 21 National Sectorial Dynamics… • The South African National Defence Force • Provinces assistance in the form of Disaster Aid and Disaster Relief. • Participate in all the Disaster management Structures, ie. The ICDM, NDMAF, Provincial and Local Advisory Forums. The Joint Operations Division is the nodal point for any request. • Gave support to the NDA with respect to sivine fever activities, to dplg with respect to fire fighting during December 2006/07. • Assistance given during Operation Litchi II in Mozambique – Aim to provide military air transport for humanitarian relief in flood affected areas in Zambezi river basin during March – April 2007 – Cost R13 million. • South African Police Service • Most advance in having proper Disaster Management Strategy, Policy and Contingency Plan in place. • All provincial representatives were involved. • Various provinces have been involved in providing support during report period.

22. The dplg 24 June 2008 22 National Sectorial Dynamics… • South African Qualifications Authority • Assisted dplg in the development and registration of qualification standards on a Level 7, ie. a disaster management degree level. • South African Urban Search and Rescue (USAR) • SA only country in the SADC region with an USAR capacity. • Provided assistance to Kashmir, Pakistan earthquake in the Kashmir Mountains and carried out medical operations in a remote field hospital. More than 100 persons were rescued. • South African Weather Services • Plays an integral role in disaster risk reduction activities. • Has issued a number of advisories and warnings for severe weather events by TV, radio and SMSs, specifically to disaster managers in 3 spheres of government. • Collaboration demonstrated in early August 2006 – devastating storm on Cape South Coast, snow and even a tornado in Mpumalanga. • SAWS maintains a climatological database of SA Weather data which is regularly used in disaster risk reduction and mitigation activities by various role-players.

23. The dplg 24 June 2008 23 Examples of Best Practices Chapter 8 of the report deals with the following best practices – • City of Tshwane: Disaster Management Primary School Guide Pack - (pages 147 - 148) • Is an initiative to comply with legislative requirements of Disaster management Act, promoting disaster management capacity building in schools. • It is a combined effort of the African Centre for Disaster Studies (North West University) and the Tshwane Disaster Management Centre which includes teacher training and is done in liaison with the Department of Education. • Nelson Mandela Bay Metropolitan Municipality: Flash Flood Warning System - (page 148) • Started developing a Flash Floods warning system in collaboration with PEWS and the Hydrological Research Centre in the USA to involve local scientist of the different countries in SA, Central America and the USA in implementing the system and to provide a regional flash flood guidance system. • KZN-Department of Agriculture and Environmental Affairs. - (page 149) • Has given consideration to “piggy backing” disaster management activities on existing, but similar activities which ensure available expertise, prevent duplication and do not burde-staff with additional meetings. Example: KZN drought activities “piggy backed” on the Water and Sanitation programme.

24. The dplg 24 June 2008 24 Examples of Best Practices… • Mopani District Municipality – Rabies Awareness Campaign – (pages 149 - 151) • Awareness of outbreak of rabies was raised by distributing 60 000 pamphlets with information in 4 languages to all affected and non-affected areas. • Posters were also designed and response of communities in bringing thousands of animals to be vaccinated showed success. • Ethekwini Metropolitan Municipality - Disaster Management Centre Activation Measurement System - (pages 151 - 152) • Has developed a NDMC activation measurement system based on the nature of co-ordination needed to provide response agencies with the appropriate structure within which to operate. • This emphasises the importance of the co-ordination/facilitation/information management role the MDMC should perform.

25. The dplg 24 June 2008 25 Examples of Best Practices… • Uthungulu District Municipality - Shared Fire-fighting Services - (pages 152 - 153) • A shared service centre housing a Disaster Management Centre and fire fighting services, a training centre for fire-fighting personnel, municipal health services and bulk stores was established with funding approved by a Project Consolidate Project. • Four satellite stations were established and 25 personnel, 6 for each local municipality were appointed. • Thabo Mofutsanyana District Municipality - Snow Incident Management - ( page 154) • “Snow Protocol” forum established is a cross border initiative between KZN and Free State responsible for planning of operations in the event of heavy snowfall along the N3 corridor at Van Reenens Pass and surrounding areas. • At these meetings of this forum contingency plans of all stakeholders are reviewed and updated.

26. The dplg 24 June 2008 26 3. Challenges Overall(Page 17) • Financial constraints included: • Start-up funding by National Government for the establishment of Disaster Management Centres and risk assessments as mentioned in the National Disaster Management Framework did not materialise; and • Disaster risk reduction activities have not been included in the budgeting process of the municipalities. • The funding mechanism for post-disaster reconstruction and rehabilitation is perceived to be lengthy and cumbersome. Some municipalities lack the capacity to implement projects utilising approved reconstruction and rehabilitation funding.

27. The dplg 24 June 2008 27 Challenges… • Capacity constraints proved to be an inhibiting factor, particularly in relation to: • Disaster Management Specialists; • Engineering Capacity; • Project Management Capacity; • Disaster Management Information Technology Specialists; and • The shortage of suitably qualified personnel. • There is a need for strengthened monitoring, reporting and evaluation in respect of post-disaster reconstruction and rehabilitation. • Provincial and Local Dynamics – • As slides 8 and 9 indicates, some provinces and municipalities are lagging behind in implementing the Disaster Management Act (KZN, Mpumalanga, Northern Cape and North West). • Sectorial Dynamics – • Most of the national organs of state need to develop their disaster management strategies and plans (which include contingency plans in terms of section 25 of the Disaster Management Act). • An overall risk and vulnerability assessment must be conducted to compile a comprehensive indicative risk profile.

28. The dplg 24 June 2008 28 4. Addressing the Challenges • Financial constraints - (referring to slides 24 and 25) • Further discussions with National Treasury on start-up funding for the establishment of Disaster Management Centres have taken place and are being pursued. The assistance of the Committee is requested in following up these discussions. • Municipalities are encouraged through provinces, to provide for risk reduction activities in their budgets. • Discussions with National Treasury to address the process of funding for post-disaster reconstruction and rehabilitation. They have committed to come up with a process less time-consuming. • Some of the capacity constraints will be addressed in various ways – • Dedicated services – NDMC • Development of unit standard qualifications for Level 3 – 6 and Level 7 (already finalised and registered). • Learnerships programmes. • Disaster Management Executive (Chairpersons) Programme introduced.

29. The dplg 24 June 2008 29 Addressing the Challenges… • The monitoring, reporting and evaluation process in respect of post-disaster reconstruction and rehabilitation is being addressed and a service provider has been appointed for this purpose. • The Provinces and municipalities which are lagging behind with implementation of Disaster Management Act have already been informed in PDMC meeting and NDMC is busy with a supporting programme in this regard. • National organs of state have already been made aware of the fact that they must develop their disaster management strategies and plans (NDMAF) and the NDMC will embark on a support programme to enhance this. Disaster management TAC has been established to manage the conducting of risk and vulnerability assessments.

30. The dplg 24 June 2008 30 How the Report addresses previous Questions from the Committee Aspects mentioned by Portfolio Committee – • Committee to arrange a joint meeting with the dplg and National Treasury on adequate start-up grants and resourcing of disaster management centres at all spheres of government. • Although numerous discussions and meetings between dplg and National Treasury to addressed this aspect have taken place, the Committee never formed part of these discussions. • Dplg must formulate and conduct capacity building/awareness workshops across all spheres of government for political support for disaster management. • This aspect was partly addressed by the Committee visiting the Western Cape, the Eastern Cape and Gauteng to hold workshops on disaster management. • Request the dplg to develop an evaluation and monitoring mechanism to gauge disaster management preparedness across all spheres. • The dplg has developed a monitoring and evaluation instrument during 2006/07 and will further report on progress in this regard in the 2007/08 report.

31. The dplg 24 June 2008 31 5. Way forward and future outlook • Both the 5Y LGSA (2008-2011) and the dplg Business Plan 2008/09) emphasise that fact that the implementation of the Disaster Management Act by provinces and municipalities should be expedited and that the NDMC should further give hands-on support to the other two spheres of government to achieve that. • The dplg Business Plan has also set targets for the development of contingency plans in the host cities for the 2010 FIFA World Cup Soccer Tournament. • Other actions to enhance the implementation of the Disaster Management Act: • Development of guidelines. • Technical Advisory Committee established to management the conduction of risk and vulnerability assessments throughout the country. • Monitoring and evaluation instrument to be refined and implemented to do a gap analysis in every province. • Draft Volunteer Regulations to be finalised. • Develop a National/Incident Management System for host cities with a view to the 2010 FIFA World Cup Soccer Tournament. • Conduct assessment of host cities and other identified regions state of readiness. • Development of Disaster Management Communication Strategy (inclusive of early warning preparedness and rehabilitation messages).

32. The dplg 24 June 2008 32 Way forward and future outlook … • The inaugural report gives an overview of how the challenge in building pro-active and responsive disaster management capacity and capability across all spheres of government is being addressed. Some of the targets set in the Local Government Strategic Agenda 2008 – 2011 have been met and the dplg Business Plan. • The process in compiling the 2007/08 Report has commenced on 30 April 2008 and the next report will be submitted to Parliament at the end of November 2008.

33. The dplg 24 June 2008 33 6. Conclusion • The report is an indication of the steady progress of the implementation of the Disaster Management Act No. 57 of 2002 by all spheres of government. • The NDMC has made good progress in establishing national disaster management structures such as the Intergovernmental Committee on Disaster Management and the National Disaster Management Advisory Forum and providing advice to disaster management stakeholders on the implementation of the Disaster Management Act. • It has also commenced with its overall monitoring and evaluation role in terms of the Act by developing the necessary monitoring and evaluation and project management mechanisms.

34. Report on Municipal Performance 2005/06

35. The dplg 24 June 2008 35 Presentation Overview: Municipal Performance • Introduction and Objectives of the report • Progress • Overall challenges • How the report addresses previous questions from the Committee • Way forward and future outlook • Process towards the next report • Conclusion

36. The dplg 24 June 2008 36 1. Introduction and objectives 1.1 Section 46 (1), states that, a municipality must prepare for each financial year a performance report, reflecting : the performance of the municipality and of each external stakeholder during that financial year, compare with targets and indicate measures to improve performance; 1.2 Similarly, Section 47 states that,the MEC for Local Government must annually compile and submit to the provincial legislatures and the Minister a consolidated report on the performance of municipalities in the province, reflect underperforming municipalities and propose remedial actions to be taken;

37. The dplg 24 June 2008 37 Introduction and objectives cont… 1.3 This report is presented in terms of Section 48 of the Municipal Systems Act, no 32 of 200 which requires that, the Minister to compile and submit a consolidated report to Parliament and to MECs of Local Government on municipal performance according to the general key performance indicators and the report must be published on the government gazette. These indicators are prescribed in the Municipal Planning and Performance Regulations (2001); 1.4 This report should also be read in conjunction with the dplg 2005/06 annual report; and 1.5 The report on Municipal performance was submitted to Parliament on 30 May 2008.

38. The dplg 24 June 2008 38 2. Progress

39. The dplg 24 June 2008 39 2.1 Overall • All provinces have submitted section 47 Municipal Performance reports by December 2007, which were used for the compilation of Section 48 report. These were supplemented by the dplg reports, National Treasury, Cabinet Lekgotla report for 2006, and selected section 46 annual reports. Only Northern Cape submitted sec 47 reports for the past three financial years, i.e. 2003/04, 2004/05 and 2005/06. • Eight provinces indicated that their sec 47 reports have been submitted to their Provincial Legislaturesfor approval and 3 have been approved (KwaZulu Natal, Limpopo and Western Cape

40. The dplg 24 June 2008 40 Compliance with sec 46 Analysis: 62% of municipalities submitted their sec 46 reports. Only Western Cape and Mpumalanga municipalities had 100% sec 46 of the MSA. Northern Cape indicated they relied on secondary data only to compile sec 47 report.

41. The dplg 24 June 2008 41 Progress: National Sectoral • The dplg as a coordinating department has made efforts to support municipalities to implement the Municipal Systems Act through the development of the Municipal Planning and Performance Management Regulations, 2001. • Similarly National Treasury is providing hands–on support to selected municipal for the implementation of the MFMA.

42. The dplg 24 June 2008 42 Examples of case studies • The dplg conducted a readiness assessment of the Offices of the Premier as well as the provincial DLG on Monitoring, Reporting and Evaluation and challenges of fragmented systems for monitoring performance of municipalities were cited. • National Treasury conducted an audit of how much data is being collected in 50 municipalities and came out with the same results.

43. 2.2 Progress: Provincial and Local The dplg 24 June 2008 43

44. KPA 1: Municipal Transformation and Organisational Development The dplg 24 June 2008 44 The KPA focuses on the capacity of a municipality to perform its Mandate for developmental local government, with emphasis on filling of vacancies, Employment Equity and Skills Development, and implementation of PMS.. • Good Progress was reported on the filling of Section 57 posts ranging between 71% in Eastern Cape and 92% in Gauteng. • Percentage of women Mayors increased from 19% in 2004 to 40% in 2006. • Good progress was reported on the implementation of Individual PMS in terms of Section 57 with all provinces reflecting over 70% in the filling of posts.

45. The dplg 24 June 2008 45 KPA 1: Municipal Transformation and Institutional Development Filling of Sec 57 posts Analysis: The number of vacant posts ranges from 6 in Gauteng to 29 in Eastern Cape. NC shows the highest number (20) of acting sec 57 managers.

46. KPA 1: Municipal Transformation and Institutional Development Adoption of Performance Management Systems Framework The dplg 24 June 2008 46 Analysis: Implementation of Performance Management System shows Improvement with rating between 11% in Eastern Cape and 87 in Limpopo.

47. The dplg 24 June 2008 47 KPA 1:Challenges and examples of support • The number of women Municipal Managers increased by only 1% (from 6% in 2004 to 7% in 2006). • The reports indicate slow progress in the implementation of the section 38 Organisational Performance Management System and in building organisational capabilities. As a result, some municipalities relied on external service providers to augment their capacity to implement PMS, usually with limited or no skills transfer. • Examples of provincial support to municipalities • KwaZulu- Natal has prepared a municipal recruitment framework for • municipalities to ensure that Sec 57 posts are filled and equity targets are met. • Free State has developed a Performance Management System framework. • Gauteng and Western Cape have conducted and developed a competency profile and assessments respectively.

48. KPA 2: Basic Service Delivery The dplg 24 June 2008 48 The KPA focuses on the provision of basic services as required by the Constitution and progress made in meeting the targets set on the Vision 2014. • 73% of households had access to electricity compared to 30% in 1994. • Access to Free Basic Water increased from 67% in 2005 to 71% in 2006. • 60 000 buckets were eradicated from the original number of 252 254 that were identified in 2005. d. The Municipal Infrastructure Grant (MIG) report indicates that five out of the nine provinces were able to spend more than 80% of their MIG allocations by 2005/06 and these are Eastern Cape, Free State, KwaZulu-Natal, Limpopo and Western Cape.

49. The dplg 24 June 2008 49 KPA 2: Challenges and examples of support • Unconfirmed infrastructure backlogs and aging infrastructure • Provision of Free Basic Services in farm areas • Lack of managerial, technical capacity and Project management • Costs of backlog eradication • Delays in procurement or supply chain management processes • Examples of National and Provincial to support municipalities (pg 28) • National: • Scaling up of hands-on support to Project Consolidate municipalities through Siyenza Manje programme. • Dplg provided support to municipalities on the implementation of the Indigent policy. • Provincial: • Mpumalanga established a project management unit to manage MIG fund. • KZN supported municipalities in developing energy sector plans.

50. The dplg 24 June 2008 50 KPA 3: LED The KPA focuses on the capacity of the municipalities in providing its economic development role through local economic development, poverty alleviation and job creation programmes. • Good progress on the establishment of the Municipal Infrastructure Investment Unit (MIIU) in creating favourable conditions between the private sector and government to address municipal infrastructure challenges since its inception in 1998. (pg 30) • A total of about 325 projects with a combined value of R7 billion were successfully completed through MIIU. (pg 31) • Similarly great strides were also noted in the employment of women and youth through the MIG projects, with 52% of women employed in Municipal Infrastructure Grant projects by 2005.