Chris Hani District Municipality- EMP Report
Prepared by IKAMVA Consulting- Mthatha Office 1
CHRIS HANI DISTRICT MUNICIPALITY
ENVIRONMENTAL MANAGEMENT PLAN
FINAL REPORT v1.1
17 August 2018
Prepared by:
7 Baobab Street
Zwartkop X4, Centurion, 0157
Tel: 012 663 5310
Fax: 047 531 0269
www.kamva.co.za
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TABLE OF CONTENTS
1 Introduction .................................................................................................................... 1
1.1 Drivers of Integrated Environmental Management in Municipal Plans and Functions
1
1.2 Integrated Environmental Management Plan .......................................................... 1
1.3 Managing for Ecosystem Services .......................................................................... 2
2 Outline of Process and Methodology .............................................................................. 3
2.1 Phase 1: Field Investigation and Desktop Assessment ........................................... 3
2.2 Phase 2: Environmental Status Quo Analysis Report and Strategic Environmental
Planning ............................................................................................................................ 3
2.3 Phase 3: Compilation of Environmental Management Plan ..................................... 3
2.4 Consultation Process .............................................................................................. 4
3 Overview of the Study Area ........................................................................................... 4
4 Legislative Framework ................................................................................................... 6
4.1 National Legislation ................................................................................................. 6
4.1.1 The Constitution of the Republic of South Africa .............................................. 6
4.1.2 National Environmental Management Act and family of acts ............................ 7
4.1.3 The National Environmental Management Act principles ................................. 7
4.1.4 National Spatial Development Perspective .................................................... 15
4.1.5 The National Biodiversity Strategy and Action Plan ....................................... 17
4.1.6 The National Spatial Biodiversity Assessment ............................................... 18
4.1.7 The National Biodiversity Framework ............................................................. 18
4.1.8 National Waste Management Strategy ........................................................... 19
4.1.9 National Strategy for Sustainable Development in South Africa ..................... 20
4.1.10 Green Economy ............................................................................................. 21
4.1.11 National Climate Change Response White Paper .......................................... 23
4.1.12 The Biodiversity and Land Use Project .......................................................... 23
4.1.13 The Municipal Systems Act, No 32 of 2000 .................................................... 24
4.1.14 The Spatial Planning and Land Use Management Act, No 16 of 2013 ........... 24
4.1.15 The National Planning Commission and the National Development Plan ....... 25
4.1.16 Medium Term Strategic Framework of the NDP ............................................. 27
4.1.17 Outcomes Based Delivery Agreement ........................................................... 27
4.1.18 Regional Industrial Development Strategy ..................................................... 29
4.2 Provincial Policy .................................................................................................... 29
4.2.1 Eastern Cape Vision 2030 Provincial Development Plan: .............................. 29
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4.2.2 Land use planning Ordinance No. 15 of 1985. ............................................... 30
4.2.3 Environmental Conservation Decree No.9 of 1992 ........................................ 30
4.2.4 Nature conservation Act of 1997 .................................................................... 30
4.2.5 Eastern Cape Environmental Conservation Act of 2003 ................................. 30
4.2.6 Eastern Cape Heritage Resources Act of 2003 .............................................. 30
4.3 District Policy ........................................................................................................ 30
4.3.1 Environmental Management .......................................................................... 30
4.3.2 Waste Management ....................................................................................... 31
4.3.3 Greening and Land Care Programmes .......................................................... 31
4.3.4 Environmental Education and Awareness Programmes ................................. 31
4.3.5 Environmental Planning and Management ..................................................... 32
4.3.6 District Wide Environment and Climate Change Forum ................................. 32
4.3.7 Climate Change ............................................................................................. 32
5 Environmental Status Quo Summary and Remediation Measures ............................... 34
5.1 Summary of Main Issues and Key Findings .......................................................... 34
6 Environmental Management Vision and Principles ....................................................... 35
6.1 Environmental Management Vision ....................................................................... 35
6.1.1 CHDM’s Vision Statement .............................................................................. 35
6.1.2 CHDM’s Mission Statement ........................................................................... 35
6.1.3 CHDM’s Core Values ..................................................................................... 36
6.1.4 CHDM’s Draft Environmental Policy ............................................................... 36
6.2 Environmental Management Principles ................................................................. 37
7 Integrated Environmental Management Goals ............................................................. 38
7.1 Strategic Integrated Environmental Management Goals ....................................... 39
7.2 IEM Objectives (Actions) and KPIs ....................................................................... 41
7.2.1 Goal 1 – Good Environmental Governance .................................................... 41
7.2.2 Goal 2 – Climate Change Mitigation and Adaptation ...................................... 46
7.2.3 Goal 3 – Water Conservation and Demand Management .............................. 48
7.2.4 Goal 4 – A Clean Environment ....................................................................... 51
7.2.5 Goal 5 – Waste Management ........................................................................ 52
7.2.6 Goal 6 – Biodiversity Management ................................................................ 53
7.2.7 Goal 7 – Environmental Awareness, Capacity Building and Stakeholder Action
56
8 IMPLEMENTATION PLAN ........................................................................................... 58
8.1 Implementation Action Plan .................................................................................. 59
9 Conclusions ................................................................................................................. 65
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10 References ............................................................................................................... 65
LIST OF TABLES
Table 1: Sections of NEMA applicable to Local Government (DEA (LGS)) ............................ 8 Table 2: Sections of the NEMBA applicable to Local Government (DEA (LGS)). .................. 9 Table 3: Sections of the NEMPAA applicable to Local Government (DEA (LGS)). .............. 10 Table 4: Sections of the NEMAQ act applicable to Local Government (DEA (LGS)). .......... 11 Table 5: Sections of the NEMWA applicable to Local Government (DEA (LGS)). ............... 13 Table 6: Categories describing economic potential: ............................................................ 16 Table 7: Roles and responsibilities for local government ..................................................... 19 Table 8: NDP: Summary of Spatial Related Drivers and Objectives .................................... 26 Table 9: Seven Strategic Integrated Environmental Management Goals ............................. 40 Table 10: Goal 1 – Good Environmental Governance ......................................................... 42 Table 11: Goal 2 – Climate Change Mitigation and Adaptation ........................................... 46 Table 12: Goal 3 – Water Conservation and Demand Management.................................... 48 Table 13: Goal 4 – A Clean Environment ............................................................................ 51 Table 14: Goal 5 – Waste Management .............................................................................. 52 Table 15: Goal 6 – Biodiversity Management ...................................................................... 53 Table 16: Goal 7 – Environmental Awareness, Capacity Building and Stakeholder Action .. 56 Table 17: Implementation Action Plan ................................................................................. 59
LIST OF FIGURES
Figure 1: Linkages between Ecosystem Services and Human Wellbeing (Millennium Ecosystem Assessment, 2005) ............................................................................................. 2 Figure 2: The District Municipalities of the Eastern Cape ................................................ 5 Figure 3: Local Municipalities that fall under Chris Hani District Municipality ............... 5 Figure 4: Structure of this IEMP .......................................................................................... 39 Figure 5: Institutional Responsibilities ................................................................................. 39
ACRONYMS CBD – Convention on Biological Diversity
CHDM Chris Hani District Municipality
COGTA – Cooperative Governance and Traditional Affairs
DAFF – National Department of Agriculture, Forestry and Fisheries
DEA – Department of Environmental Affairs
DEDEAT – Department of Economic Development, Environmental Affairs and
Tourism, Eastern Cape
DM District Municipality
DPW – Department of Public Works
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DRDAR – Department of Rural Development and Agrarian Reform
DWS – Department of Water and Sanitation
EAPs – Environmental Assessment Practitioners
ECPTA – Eastern Cape Parks and Tourism Agency
EIA – Environmental Impact Assessment
EMP – Environmental Management Plan
GEF – Global Environment Facility
IDP – Integrated Development Plan
IEM – Integrated Environmental Management
IEMP – Integrated Environmental Management Plan
IWMP – Integrated Waste Management Plan
KPI's – Key Performance Indicators
LED – Local Economic Development
LMs Local Municipalities
MDGs – Millennium Development Goals
MSA – Municipal Systems Act
MTSF – Medium Term Strategic Framework
NBF – National Biodiversity Framework
NBSAP – National Biodiversity Strategy and Action Plan
NEMA – National Environmental Management Act
NEMAQA – National Environmental Management: Air Quality Act
NEMBA – National Environmental Management: Biodiversity Act
NEMPAA – National Environmental Management: Protected Areas Act
NEMWA – National Environmental Management: Waste Act
NFEPA – National Freshwater Ecosystem Priority Areas
NGO’s – Non-Government Organisations
NPAES – National Protected Areas Expansion Strategy
NSBA – National Spatial Biodiversity Assessment
NSDP – National Spatial Development Perspective
PGDS – Provincial Growth and Development Strategy
PSC Project Steering Committee
SALGA – South African Local Government Association
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SANBI – South African National Biodiversity Institute
SDF – Spatial Development Framework
SEA – Strategic Environmental Assessment
SPLUMA – Spatial Planning and Land Use Management Act
UNDP – United Nations Development Programme
WWTW – Wastewater Treatment Works
IKAMVA Consulting wishes to acknowledge the participation of the following individuals
towards the success of this EMP Project.
Q. Mpotulo : CHDM - EM L. Mtyotywa : DEDEAT
L. Mapekula : CHDM - EM V. Banzi : DEDEAT
Z. Kolanisi : CHDM - EM P. Machaea : DEDEAT
S. Kwezi : CHDM - EM M. Mbete : DEDEAT
A. Banjwa : CHDM - EM M. Fulumente : DEDEAT
M. Zenani : CHDM - EM T. Mbaba : DEDEAT
Y. Yabo : CHDM - EM T. de Jongh : DEDEAT
M. Makosonke : DEDEAT Z. Mzileni : Emalahleni LM
B. Mtamo : DEDEAT F. Gcora : Engcobo LM
S. Mdumzana : DEDEAT N. Tshefu : Sakhisizwe LM
Z. Mzalisi : DEDEAT S. October : ECPTA
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1 INTRODUCTION
Chris Hani District Municipality (herein referred to as CHDM) is developing an Environmental
Management Plan (EMP) in accordance with the applicable legislation. It is a legislative
requirement that the District Municipality (DM) develops an EMP to be in line with strategic
plans and ensure seamless incorporation into the Integrated Development Plan (IDP).
IKAMVA Consulting was appointed by CHDM to render these services in support of the DM
in March 2018.
1.1 Drivers of Integrated Environmental Management in Municipal
Plans and Functions
The Municipal Systems Act (No. 32 of 2000) herein referred to as (MSA) requires that all
municipalities in South Africa develop Integrated Development Plans (IDP’s). Municipalities
must focus on development and service delivery which is economically, socially and
environmentally sustainable. Integrated and sustainable development is intended principally
to improve quality of life for people, specifically in poor and other disadvantaged communities.
The priorities of social upliftment and justice, environmental protection and management, and
economic growth and development need to be kept in tension in order to achieve this in a
sustainable way.
The natural environment provides fundamental life supporting services, without which people
and the economy could not exist. This includes the use of the natural environment to produce
food, water, building materials, medicinal products and energy, and to supply us with flood
management services, fertile soils, climate protection, recreational opportunities, visual and
cultural amenity. All people and economies – regardless at what scale or where they are
located – thus have a fundamental dependence on the natural environment to be sustained,
healthy and thriving.
The CHDM therefore has a key role to play in ensuring that all aspects of the Local
Municipalities’ (LMs) (under its jurisdiction) operations respond to this context by addressing
environmental management and protection as an integrated part of their service delivery, and
economic and social development functions.
1.2 Integrated Environmental Management Plan
Although the Local Municipal IDPs address environmental management as a priority, the LMs
do not currently have established environmental management policies nor do they have
dedicated environmental management capacity within the municipal administration.
Environmental management is dealt with in a decentralised way through various municipal
functions including Community Services, Water and Wastewater, and Waste Management.
This Integrated Environmental Management Plan (IEMP) has been prepared to:
a) To provide key environmental information to support planning and development
decision making within the DM;
b) Recommend specific actions / interventions that CHDM needs to undertake to
address existing or emerging environmental issues, opportunities and
constraints;
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c) Recommend resourcing and capacity requirements needed to address
environmental management priorities within the district. and
d) Assist CHDM in addressing environmental indicators in its IDP thus adding value
to a credible IDP content as required by COGTA within the context of best
practice environmental governance.
It is intended that this IEMP will be included in CHDM’s IDP. As such, this IEMP should be
regularly reviewed (annually) in accordance with the IDP review programme.
1.3 Managing for Ecosystem Services
Ecosystem services are services that are generated by the natural environment, which
enhance human wellbeing, and are directly used by people (Figure 1).
Figure 1: Linkages between Ecosystem Services and Human Wellbeing (Millennium Ecosystem Assessment, 2005)
Development decisions are predominantly based on financial and social criteria. It is often
perceived that the natural environment does not have financial value. This is due to the fact
that the natural environment and its associated ecosystem services are provided for free and
are not traded. Consequently, trade‐offs around financial returns, jobs, and the environment
are made with incomplete information in respect of the real value of ecosystem services that
may be affected or lost. So, while developments may be financially and socially feasible, the
economic costs of the loss or reduction of ecosystem services are left to the users of the
services to bear.
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Ecosystem services can only be supplied if the ecosystems from which they are derived are
functional. Many of these services (including groundwater recharge, water purification, soil
fertility, soil protection, fodder, plant and animal pest control, air quality management,
recreational opportunities and provision of refuges for nationally important biodiversity etc.)
are used locally by the district as part of its service infrastructure, and by residents of the
municipal areas. Some are used regionally or nationally.
2 OUTLINE OF PROCESS AND METHODOLOGY
The following method statement describes the activities that IKAMVA Consulting are
undertaking in order to fulfil the requirements for the assignment. The activities are grouped
into three phases:
2.1 Phase 1: Field Investigation and Desktop Assessment
During this phase the focus has been on gathering background and baseline environmental
information on the project areas. This has included reviewing existing desktop studies and the
various IDPs etc. However, the use of secondary data on its own is not sufficient. It has been
vital to verify these studies against primary data gained through field investigations. The LMs
have all been contacted and initial visits have been undertaken in the following LMs: Engcobo
LM (8th & 11th May 2018); Sakhisizwe Local Municipality (8th & 11th May 2018); Intsika Yethu
Local Municipality (11th May 2018).
The non-availability of municipal personnel in the Inxuba Yethemba and Enoch Mgijima LM,
strikes and road shows in some municipalities have hampered field investigations in these
areas.
A stakeholder database has been compiled and all interested and affected parties were invited
to register for participation in the process of developing the IEMP.
GIS mapping of all environmentally sensitive areas is being undertaken.
2.2 Phase 2: Environmental Status Quo Analysis Report and
Strategic Environmental Planning
During this phase a draft Environmental Status Quo Analysis Report has been developed. The
Status Quo was presented at the Climate Change Forum on 23 May 2018 to key stakeholders,
including the DM, LMs, DEDEAT and DEA. The draft Status Quo Analysis Report was made
available for comment for a period of 30 days. The final Status Quo Analysis Report was then
submitted.
2.3 Phase 3: Compilation of Environmental Management Plan
The third and final phase included the preparation of the draft EMP Report. This draft EMP
Report was workshopped with a small group on 14 June 2018 and presented to key
stakeholders and workshopped further at a meeting on 26 June 2018. These meetings
assisted in developing an appropriate action plan and budget for the Implementation Plan. It
is necessary that a monitoring programme be developed for the EMP. The draft EMP Report
has been circulated and presented to relevant personnel before being finalized. An internal
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workshop with all the members of the CHDM Environmental Management Unit was held on 3
August 2018 to assign the budget to the EMP.
2.4 Consultation Process
A Project Steering Committee meeting was established at the outset of the project. The first
meeting took place on 3 May 2018. The committee is comprised of representatives of CHDM,
each LM, and DEDEAT.
The project team visited the LMs as part of the field investigations and the gathering of primary
data.
A presentation of the Environmental Status Quo Report was made at the Climate Change
Forum on 23 May 2018.
The second PSC meeting was scheduled for the 14 June 2018. This was cancelled as it was
agreed to host the Stakeholder Workshop on 15 June 2018.
The Stakeholder Workshop was postponed at the last minute due to the shifting of the State
of the District Address to 15 June 2018. A small group meeting was held on 14 June 2018 to
discuss the EMP. Valuable inputs were gathered from CHDM and DEDEAT.
The Stakeholder Workshop was held on 26 June 2018 where the EMP was presented and the
implementation discussed.
An internal workshop was held on 3 August 2018 to finalise the budget assigned to each goal
of the implementation plan.
3 OVERVIEW OF THE STUDY AREA
Chris Hani District Municipality is situated in the northern region of the Eastern Cape Province
and covers a surface area of 36,756 km2. This DM is predominantly rural where 63.8% of the
population lives in rural areas and only 35.2% live in areas classified as urban. The five other
districts that share borders with CHDM include
Pixley ka Seme DM,
Joe Gqabi DM,
Sarah Baartman DM,
Amathole DM and
O.R. Tambo DM.
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Figure 2: The District Municipalities of the Eastern Cape
After the 2016 Local Government Election (3 August 2016), the number of local municipalities
decreased from eight to six with the merger of Tsolwana LM, Inkwanca LM and Lukanji LM
into a newly established municipality, Enoch Mgijima LM, which also hosts the district
municipal headquarters and council chambers in Komani (previously known as Queenstown).
Figure 3: Local Municipalities that fall under Chris Hani District Municipality
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The following list presents the six LMs of the district with their urban nodes:
Inxuba Yethemba LM: Cradock and Middleburg.
Enoch Mgijima LM: Komani, Whittlesea, Tarkastad, Molteno and Hofmeyer.
Emalahleni LM: Cacadu (previously known as Lady Frere), Dordrecht and Indwe.
Intsika Yethu LM: Cofimvaba and Tsomo.
Sakhisizwe LM: Cala and Khowa (previously known as Elliot).
Engcobo LM: Engcobo
4 LEGISLATIVE FRAMEWORK
4.1 National Legislation
4.1.1 The Constitution of the Republic of South Africa
The Constitution (Act No. 108 of 1996) is the supreme law in South Africa. Chapter 2 of the
Constitution sets out the Bill of Rights, which enshrines the rights of all people and affirms the
democratic values of human dignity, equality and freedom. Section 24 of the Bill of Rights
includes an environmental right, which states that:
“Everyone has the right:
a. to an environment that is not harmful to their health or well-being; and
b. to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that
i. prevent pollution and ecological degradation;
ii. promote conservation; and
iii. secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development”.
Furthermore, the Constitution outlines the kind of local government needed in the country. In
Sections 152 and 153, local government is mandated with the responsibility of ensuring the
development process in municipal spaces, and mainly in charge of planning for the areas of
jurisdiction. The constitutional mandate gives a clear indication of the intended purposes of
municipalities:
o To ensure sustainable provision of services; o To promote social and economic development; o To promote a safe and healthy environment; o To give priority to the basic needs of communities; and o To encourage involvement of communities.
To give effect to the Bill of Rights, which includes the social, economic and environmental
spheres, a suite of national legislation and policy addressing environmental functions has been
implemented since 1994. The aim of current legislation is to incorporate both human rights
and sustainable development in terms of the environment. Sustainable development can only
be achieved if the three pillars of environment, society and economy are integrated and equally
considered.
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4.1.2 National Environmental Management Act and family of acts
NEMA is the foundation for environmental management in South Africa. The purpose of
NEMA is “To provide for co-operative environmental governance by establishing principles for
decision-making on matters affecting the environment, institutions that will promote co-
operative governance and procedures for co-ordinating environmental functions exercised by
organs of state”. The principles of NEMA that are set out in Section 2 provide a framework
within which environmental management and implementation plans are to be developed.
These principles apply to all organs of state that may significantly affect the environment.
Principles include inclusivity, representivity, accountability, efficiency and effectiveness, social
equity and justice.
4.1.3 The National Environmental Management Act principles
Section 2 of NEMA, requires all organs of State to implement and adhere to the principles set
out in Chapter 1 of NEMA. All organs of State also have the responsibility to protect, promote
and conserve the needs of the people. Section 2 also stipulates that the organs of State have
to serve as custodians of the environment and it is their duty to guide the implementation of
this Act. It is therefore vital that CHDM develops this IEMP.
NEMA sets clear principles for guidance in the stipulation of general principles for the
environmental management (Section 2 of NEMA).
These principles are summarized below:
Environmental management must place people and their needs at the forefront of its concern, and serve their physical, psychological, developmental, cultural and social interests equitably.
Development must be sustainable socially (people), environmentally (planet) and economically (prosperity).
Sustainable development requires the consideration of all the relevant factors, including the following: To avoid and minimize:
o the disturbance of ecosystems and loss of biological diversity o the disturbance of landscapes and sites that constitute the cultural heritage o pollution and degradation of the environment o waste (re-use or recycle)
The responsible and equitable use of renewable and non-renewable resources That a risk prevention approach is taken, and The prevention of negative impacts on the environment and on people’s
environmental rights Environmental justice must be pursued so that adverse environmental effects shall
not be distributed in such a manner as to unfairly discriminate against any person.
At the core of the NEMA principles are primarily the needs of the people, and socially,
environmentally and economically sustainable development. These core guidelines act as
excellent indicators when measuring all potential development.
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The main aim of the IEM according to Section 23 of the NEMA is to;
“Identify, predict and evaluate the actual and potential impact on the environment, socio-
economic conditions and cultural heritage, the risks and consequences and alternatives and
options for mitigation of activities, with a view to minimize negative impacts, maximizing
benefits, and promoting compliance with the principles of environmental management set out
in Section 2”.
Table 1 lists the specific sections from NEMA that are applicable to local government
Table 1: Sections of NEMA applicable to Local Government (DEA (LGS))
Sections applicable Implications for local government
Section 17 (1)
Fair decision-making and conflict
management: with reference to
conciliation
Any municipal council may consider the desirability of
first referring a matter to conciliation where a difference
or disagreement arises concerning the exercise of any
of its functions which may significantly affect the
environment, or before which an appeal arising from a
difference or disagreement regarding the protection of
the environment is brought under any law. If the
municipal council considers conciliation appropriate, it
must either refer the matter to the Director-General for
conciliation under this Act, or appoint a conciliator. If it
considers conciliation inappropriate or if conciliation has
failed, the municipal council must make a decision,
provided that the provisions of Section 4 of the
Development Facilitation Act prevail.
Section 35 (1)
Environmental-management co-
operation agreements: the
conclusion of agreements
A municipality may enter into environmental-
management co-operation agreements with any person
or community for the purpose of promoting compliance
with the principles laid down in this Act.
Section 45 (2)
Administration of the Act:
regulations for the management
of co-operation agreements
A municipal council may substitute its own regulations or
by-laws, as the case may be, for the regulations issued
by the Minister, provided that such provincial regulations
or municipal by-laws comply with the principles laid
down in this Act and are not less stringent than the
higher law.
Section 46 (2,3)
Administration of the Act: model
environmental-management by-
laws
Any municipality may request the Director-General to
assist it with the preparation of by-laws on matters
affecting the environment and the Director-General may
not unreasonably refuse such a request. The Director-
General may institute programmes to assist
municipalities with the preparation of by-laws for the
purposes of implementing this Act.
NEMA is the mother legislation of Environmental Management in South Africa in that it
provides the set principles for sustainability and this aspect supports all the following
environmental statutes in the NEMA group. These include:
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National Environmental Management Amendment Act (Act No.8 of 2004),
National Environmental Management Biodiversity Act (Act No.10 of 2004),
National Environmental Management Protected Areas Act (Act No.57 of 2003)
National Environmental Management Air Quality Act (Act No. 39 of 2004)
The National Environmental Management: Waste Act (Act No. 59 of 2008)
The National Environmental Management: Integrated Coastal Management Act (Act No. 24 of 2008)
Outlined below is a list of the NEMA group sections that are applicable to environmental
management in the municipalities. These sections will help the municipality to manage the
environmental issues that are identified.
4.1.3.1 National Environmental Management Biodiversity Act (Act No.10 of 2004)
The National Environmental Management Biodiversity Act (NEMBA) expresses the
commitments that South Africa made in approving the Convention on Biological Diversity
(CBD). The Act aims at resolving the fragmented nature of biodiversity-related legislation that
occurred at national and provincial levels by combining different laws and giving effect to the
principle of co-operative governance, and at the same time responding to commitments made
under the CBD (DEA (LGS)).
In line with the objectives of the CBD, NEMBA provides for:
Management and conservation of South Africa’s biodiversity within NEMA’s framework;
Usage of indigenous biological resources in a sustainable manner;
Fair and equitable sharing among stakeholders of the benefits arising from bio-prospecting involving indigenous biodiversity;
Protection of species and ecosystems that warrant national protection; and
Establishment and functions of the South African National Biodiversity Institute (SANBI).
The following table lists the specific sections from NEMBA that are applicable to local
government.
Table 2: Sections of the NEMBA applicable to Local Government (DEA (LGS)).
Sections applicable Implications for local government
Section 48 (1) The national biodiversity framework, bioregional plans and
biodiversity management plans may not conflict with any IDP
adopted by municipalities.
Section 54 Municipalities must adopt an IDP that takes into account the
need for the protection of listed ecosystems.
Section 76 (2) Municipalities must prepare an invasive-species monitoring,
control and eradication plan for land under their control, as part
of their IDP-related environmental plans in accordance with
Section 11 of this Act. This plan must include: a detailed list of
invasive species; a description of infested land; the extent of
infestation; measures to monitor, control and eradicate the
invasive species; and ways of measuring the progress and
success of control and eradication programmes.
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SANBI may assist municipalities in performing these duties.
4.1.3.2 The National Environmental Management: Protected Areas Act (Act No. 57 of 2003)
The purpose of the National Environmental Management: Protected Areas Act (NEMPAA) is
to provide for:
the protection and conservation of vulnerable ecological areas representative of South Africa’s biological diversity and its natural landscapes and seascapes;
the formation of a national register of all national, provincial and local protected areas
the management of all protected areas according to the international and national norms and standards; and
Inter-governmental co-operation and public consultation in matters concerning protected areas.
Table 3: Sections of the NEMPAA applicable to Local Government (DEA (LGS)).
Sections applicable Implications for local government
The Act contains no
specific requirements for
local government, but it
states that all municipal by-
laws are subordinate to the
provisions of the Act.
Local protected areas will continue to be regulated by
provincial legislation and the national Minister of
Environmental Affairs will set the norms and standards for
management of local protected areas.
Although there are no specific obligations on local
government regarding the implementation of this Act,
municipalities can play a crucial role in assisting national and
provincial governments to reach their targets for areas under
protection.
4.1.3.3 The National Environment Management: Air Quality Act (No. 39 of 2004)
The purpose of the National Environment Management: Air Quality (NEMAQ) Act is the
reorganization of the law regulating air quality in order to protect the environment by providing
reasonable measures for the prevention of pollution and ecological degradation. It also aims
for securing ecologically sustainable development and simultaneously promoting justifiable
economic and social development; to make the provisions for national norms and standards
regulating air-quality monitoring, management and control by all spheres of government; for
precise air quality measures; and for incidental matters.
This Act establishes national standards according to which municipalities have to monitor
ambient air quality and atmospheric emissions from certain, uncertain and mobile sources.
The following table list the sections in the Act that are applicable to the local governments.
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Table 4: Sections of the NEMAQ act applicable to Local Government (DEA (LGS)).
Sections applicable Implications for local government
Section 11 (1) A municipality may, in terms of a by-law, identify substances or
mixtures of substances that (when deposited, concentrated or
accumulated) may reasonably be believed to present a threat to
human health and well-being or to the environment within the
municipality. A municipality may establish local emission standards
for each of these substances or mixtures of substances.
Section 11 (2) Although national government sets standards for substances and
mixtures of substances, provincial government may alter the
standards only in as far as it establishes standards that are stricter
than national standards. Similarly, municipalities may only alter
national and provincial standards by establishing standards for the
municipality, or any part of the municipality, that are stricter than the
national or provincial ones.
Section 11 (3) A municipality may phase in the provisions under this Act and may
amend the provisions only by making them more stringent than
national and provincial provisions.
Section 11 (4) A municipality must follow a consultative process when passing by-
laws.
Section 14 (3) Each municipal administration must designate an air-quality officer
to be responsible for coordinating matters of air-quality management
in the municipality.
Section 15 (2) Each municipality must include an air-quality management plan in its
IDP.
Section 35 (2) Municipalities are bound by prescribed national standards when
controlling noise.
Section 36 (1) Metropolitan and district municipalities are charged with
implementing an atmospheric-emission licensing system under
which no person may conduct any activity on the national or
provincial list without an atmospheric-emissions license (or
provisional license). Municipalities therefore perform the functions of
licensing authorities.
Section 36 (2 and 3) Metropolitan and district municipalities may delegate this licensing
authority function to a provincial organ of state, or a Member of the
Executive Council (MEC) may appoint a provincial organ of state if a
municipality cannot or does not fulfill its obligations.
Section 36 (4) If a municipality itself applies for an atmospheric emissions license,
a provincial organ of state must be regarded as the licensing
authority for the purpose of that application.
Section 38 (1) A licensing authority (usually metropolitan or district municipalities)
may: reasonably require anyone applying for an atmospheric
emissions license to provide additional information about the
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application at the applicant’s expense; conduct its own investigation
into the likely effects of the proposed application; invite written
comments from any organ of state that has an interest in the matter.
Furthermore, it must afford the applicant the opportunity to defend
the application in the light of any objections.
Section 38 (2) Both the applicant and the licensing authority (metropolitan and
district municipalities) must comply with Section 24 of NEMA and
Section 22 of the Environment Conservation Act with regard to the
application for, and granting of, atmospheric emissions licenses.
Section 40 (1) The licensing authority (metropolitan and district municipalities) may
grant or refuse an application for a license
Section 41 (1 and 2) When approving a license, the licensing authority (metropolitan and
district municipalities) must first issue a provisional license, subject
to conditions as set out by the MEC, the Minister of Environmental
Affairs or the licensing authority, to enable the applicant to
commence the activity.
Section 44 (1 and 5) A licensing authority (metropolitan and district municipality) may
grant the transfer of an atmospheric emissions license (or provisional
license) to a new owner of the activity, by taking into account all the
relevant matters considered when the original license was granted.
Section 45 (1) The licensing authority (metropolitan and district municipalities) must
review all atmospheric emissions licenses (and provisional licenses)
at intervals as specified in the licenses, or when circumstances
demand it.
Section 46 (1) The licensing authority (metropolitan and district municipalities) may
vary the license in writing to the holder of the license (or provisional
license):
to prevent deterioration of air quality;
to achieve ambient air quality standards;
to accommodate changing socio-economic demands where this is in
the public interest;
at the request of the license holder; when transferred to another
person or when renewed.
Section 47 (1) The licensing authority (metropolitan and district municipalities) may
renew an atmospheric emissions license. A provisional license may
only be renewed once.
Section 48 (1) An air-quality officer may, depending on the size and nature of the
listed activity, require the license holder of an atmospheric emissions
license (or provisional license) to appoint an emissions-control
officer.
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Section 49 The licensing authority (metropolitan and district municipalities) must
determine whether a person is a fit and proper person to hold an
atmospheric emissions license by determining whether:
the person has ever previously contravened or failed to comply with
this Act, the Atmospheric Pollution Prevention Act or any other
air-quality legislation;
the person has held a license (or was a director or manager in a
company that held a license) that has been suspended or
revoked;
the management of the listed activity will be in the hands of a
technically competent person.
4.1.3.4 The National Environmental Management: Waste Act (No. 59 of 2008)
This Act provides for the regulation of waste management in order to protect health and the
environment. This is achieved by providing reasonable measures to prevent pollution and
ecological degradation, securing ecologically sustainable development.
This Act seeks to:
to provide national norms and standards
to regulate the management of waste by all spheres of government;
to provide specific waste management measures;
to provide the permitting and control of waste management activities;
to provide the remediation of contaminated land; and
to provide the national waste information system; and to provide for compliance and enforcement.
The following table lists the sections of the Act that are applicable to the local governments.
Table 5: Sections of the NEMWA applicable to Local Government (DEA (LGS)).
Sections applicable Implications for local government
Waste service
standards
Section 9 (2)
In terms of this section, every municipality must:
conduct municipal activities in accordance with the National Waste Management Strategy and any national or provincial norms and standards;
compile an integrated waste management plan with its IDP;
Section 10 (4) may delegate a power or assign a duty to another official in that officer’s administration, subject to such limitations or conditions as prescribed by the Minister or MEC;
may, under certain circumstances as set out in Section 71 (1) and (2), require any person to submit a waste impact report, in writing and in a specified form and within a specified period of time, to the waste management officer.
Section 16 In terms of the Act, any holder of waste, including municipalities must
take all reasonable measures to:
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avoid the generation of waste and where such generation cannot be avoided, minimize the toxicity and amount of waste that is generated;
reuse, recycle or recover waste; where waste must be disposed of, to ensure that the waste
is treated and disposed of in an environmentally sound
manner;
manage the waste in such a manner that it does not
endanger health or the environment or cause a nuisance
through noise, odour or visual impacts;
prevent any other person from contravening a provision of this Act in respect of the waste; and
take reasonable measures to prevent the waste from being used for an unauthorized purpose.
Further responsibilities of local government contemplated in this
section include measures to:
investigate, assess and evaluate the impact of any waste on health and the environment;
stop, modify or control any act or process causing pollution, environmental degradation or harm to health;
ensure that local industries, businesses, communities, and the council itself, comply with prescribed standards of waste management;
eliminate any source of pollution or environmental degradation; and
remedy the effects of any such pollution or environmental degradation.
Section 17
In terms of the Act a municipality (or an owner in the case of privately
owned land to which the public has access) must ensure that
sufficient containers or places are provided to contain litter that is
discarded by the public.
Section 23 In terms of the Act, a municipality may, by notice, require any person
making use of the municipal collection service to separate specific
types of waste from general waste for the purposes of recovery, re-
use or recycling.
The Section also specifies however, that unless otherwise specified,
every person who undertakes a recovery, re-use or recycling activity
must, before undertaking that activity, ensure that the recovery, re-
use or recycling of the waste uses fewer natural resources than
disposal would; and, to the extent possible, is less harmful to the
environment than disposal would be.
Section 24 Every municipality is obliged to ensure increasingly efficient,
effective and affordable waste collection services are provided in its
area. This duty is subject to:
the need for an equitable allocation of services to all communities in the municipal area;
the obligation of those receiving the service to pay any reasonable prescribed charges;
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the right of the municipality to limit the provision of collection services if the recipients fail to comply with reasonable conditions set for the provision of such services: provided that this limitation does not pose a risk to human health or the environment; and
the right of the municipality to differentiate between categories of users and geographical areas when setting service standards and levels related to waste collection.
Every municipality must attempt, as far as is reasonably possible,
to provide containers or receptacles for the collection of
recyclable waste that are accessible to the public.
Section 25 The following requirements are enforceable by municipalities:
No person may allow waste to be removed from his or her premises unless the waste is collected by:
a municipality or municipal service provider;
a person authorized by law to collect that waste, where authorization is required; or
a person who is not prohibited from collecting that waste.
Section 27 In terms of the transporting of waste:
The Minister or MEC may, by notice in the Gazette, require any person or category of persons who transports waste for gain to register with the waste management officer in the department or province where the transportation takes place and to furnish such information as is specified or that the waste management officer may require.
Municipalities must ensure that any person engaged in the transportation of waste must take all reasonable steps to prevent any spillage of waste or littering from a vehicle used to transport waste.
Where waste is transported for the purposes of disposal, a person transporting the waste must ensure that the facility or place to which the waste is transported is authorized to accept such waste prior to offloading the waste from the vehicle. In the case of hazardous waste, written notification that the waste has been accepted must also be obtained.
A person who is in control of a vehicle, or in a position to control the use of a vehicle which is used to transport waste for the purpose of depositing waste is deemed to knowingly cause such waste to be deposited
4.1.4 National Spatial Development Perspective
National Spatial Development Perspective (NSDP) provides a framework for a far more
focused intervention by the State in equitable and sustainable development. It represents a
key instrument in the State’s drive towards ensuring greater economic growth, buoyant and
sustained job creation and the eradication of poverty.
Provincial Growth and Development strategies (PGDSs) and IDPs will need to provide more
rigorous assessments of potential development by combining the NSDP’s initial interpretation
with local knowledge and research. Through a process of interaction and dialogue, these
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provincial and municipal planning instruments will then define each locality’s development
potential in terms of the six stated categories of development potential.
The NSDP describes the national space economy in terms of key demographic, human
settlement, economic and environmental trends. It also identifies areas of national strategic
economic importance and extreme need. Two broad elements are used in this regard, namely
economic potential and need.
In relation to economic potential, six categories are used. These categories were developed
to (1) enable an identification of areas of economic significance and enable comparison
between areas; (2) highlight key characteristics and the diverse and unique attributes of
localities; and (3) provide signals as to which sectors and institutions need to be supported to
ensure the maintenance and growth of the areas of demonstrated economic significance.
Table 6: Categories describing economic potential:
Category Description
Innovation and experimentation Research and development and the
application of novel technologies to
production processes.
Production of high value, differentiated
goods (not strongly dependent on labour
costs)
All forms of production that focus on local
and/or global niche markets such as
manufacturing and some specialised
agricultural or natural resource-based
products.
Production of labour-intensive, mass
produced goods (more dependent on labour
costs and/or on natural resource
exploitation)
These are industries, primarily made up of
iron and steel producers and large-scale
commercial agricultural and mining activities
that are highly dependent on proximity or
good, cheap transport linkages to the huge
volumes of natural resources that they use
in their production processes. They also
depend on the availability of large pools of
unskilled and semi-skilled labour.
Public services and administration Activities in this group tend to take place in
larger towns and cities with significant
public-sector employment and consumption
supporting private-sector activities, such as
retail and private-sector services.
Retail and private-sector services These consist of retail, catering and personal
services, both formal and informal. These
are major components of any economy and
are large employers of skilled and semi-
skilled workers in most advanced
economies. Such activities flourish in diverse
settlements with large populations.
Tourism These diverse sets of activities, while
generally less spatially focused than, for
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instance, the manufacturing and services
sector, are nonetheless all dependent on
tourist-attractions (e.g. eco-scenery, culture,
heritage), good transport routes, safety, and,
in certain cases, high-quality medical
services, restaurants, retail outlets and
hotels.
4.1.5 The National Biodiversity Strategy and Action Plan
The National Biodiversity Strategy and Action Plan (NBSAP) was finalised in May 2005 after
a two-year development process. It sets out a comprehensive long-term strategy for the
conservation and sustainable use of South Africa's biodiversity, including fifteen year targets.
The NBSAP is a requirement in terms of South Africa's commitments to the CBD.
Local government has an important role to play in development planning and management of
biodiversity, and will require particular focused support to facilitate implementation of the
NBSAP.
It has been recommended that the NBSAP include a major thrust to support municipalities in
their efforts to integrate biodiversity priorities in their IDPs, SDFs, and day-to-day decision-
making. It is suggested that the South African Local Government Association (SALGA) can
assist with developing such a capacity-building programme for municipalities. The results of
this assessment can help to identify municipalities – those with higher numbers of threatened
ecosystems – that require such support most urgently. It is vital that the products that emerge
from such fine-scale biodiversity plans are appropriate and useful for local-level decision-
making by municipalities and other land-use decision-makers, such as the Department of
Agriculture, Forestry and Fisheries (DAFF) and provincial environmental affairs departments.
Local and district municipalities should be seen as key stakeholders in bioregional
programmes.
The significance of the NBSAP is that:
Biodiversity considerations are integrated into all other strategies and plans, such as poverty eradication strategies and development programmes
It will provide the road map for achieving the biodiversity related objectives contained in the Johannesburg Plan of Implementation, such as reducing the rate of loss of biodiversity by 2010
It will lay the groundwork for the National Biodiversity Framework (NBF) required in terms of Chapter 3 of the NEMBA.
It will further develop the 1997 White Paper on the Conservation and Sustainable Use of South Africa's Biological Diversity; by translating policy goals into an implementation plan, with firm targets, clear roles and responsibilities, realistic timeframes and measurable indicators.
The Goal of the NBSAP is to conserve and manage biodiversity to ensure sustainable benefits
to the people of South Africa, through co-operation and partnerships that build on strengths
and opportunities.
Strategic objectives of the NBSAP can be summarised as follows:
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An enabling framework integrates biodiversity into the socio-economy
Biodiversity contributes to socioeconomic development and sustainable livelihoods
Biodiversity, including species, ecosystems and ecological processes, is effectively conserved across the landscape and seascape, with a focus on biodiversity priority areas
South Africa’s international obligations are met where feasible and in the national interest
A cross-cutting objective which relates to all the above objectives is: enhanced institutional effectiveness and efficiency ensures good governance in the biodiversity sector.
4.1.6 The National Spatial Biodiversity Assessment
The National Spatial Biodiversity Assessment (NSBA) provides a spatial picture of the location
of South Africa's threatened and under-protected ecosystems, and focuses attention on
geographic priority areas for biodiversity conservation. South Africa's first NSBA was
undertaken in 2004, and published in April 2005. The NSBA will be updated every five years.
Identification of threatened ecosystems can be done by province, district and local
municipality, highlighting opportunities for provinces and municipalities to contribute to
national biodiversity priorities. For example, municipalities could take threatened ecosystems
into account in their rates policies and SDFs.
The NSBA could help to identify municipalities (those with higher numbers of threatened
ecosystems) that require support to integrate biodiversity considerations into their IDPs and
SDFs
4.1.7 The National Biodiversity Framework
The NBF is informed by both the NBSAP and the NSBA. It draws together key elements of
each, and focuses attention on the immediate priorities, both spatial and thematic, for the next
five years.
Organs of state whose core business is not biodiversity conservation, but whose policies,
programmes and decisions impact directly and substantially on how South Africa's biodiversity
is managed, include:
• National Department of Agriculture, Forestry and Fisheries
• Provincial Departments of Agriculture
• Department of Minerals Resources
• Department of Land Affairs
• Department of Public Works (DPW)
• Municipalities
• South African Heritage Resources Agency and Provincial Heritage Resources Authorities.
These organs of state play a key role in managing natural resources, and are required to take
biodiversity into account in terms of the Constitution and NEMA.
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The local sphere of government deserves particular mention. Day-to-day decisions about how
land and other natural resources are used at the local level ultimately determine whether
development is sustainable. While local government does not make all these decisions itself
(many of them are made by provincial or national departments, or by individual landowners or
resource users), it has a key role to play in ensuring co-ordination and integrated management
of natural resources.
From the Top Priority Actions identified for 2008 to 2013, NBF Priority Action 12 is relevant to
local government. Establish a national programme to build the capacity of municipalities
to include biodiversity opportunities and constraints in their planning and operations.
While municipalities play a key role in managing biodiversity and other natural resources, they
often do not have the information, systems and human resources to take biodiversity
considerations effectively into account in these activities. Although conservation is not a
function of the local sphere of government in terms of the Constitution, municipalities are
obliged to providing a safe environment for all residents and to contribute towards sustainable
development. In terms of these obligations, municipalities must take biodiversity
considerations into account in their planning, decision-making and other functions.
Municipal protected areas often play a crucial role in meeting biodiversity targets for
ecosystems that are not protected elsewhere in the protected area system. Their biodiversity
importance is thus disproportionate to their numbers and size. Municipalities may not realise
the significance of their protected areas, and often lack the capacity to manage them
effectively.
Several pilot projects around the country are working with municipalities to develop tools and
methods for building municipal capacity to incorporate biodiversity considerations into their
planning and operations. Results from these pilot projects should be used to roll such support
out to more municipalities. The results of the NSBA can help to identify municipalities that
require support most urgently, for example, those with high numbers of threatened
ecosystems.
4.1.8 National Waste Management Strategy
As a requirement of the National Waste Management Strategy (NWMS), all municipalities are
required to develop an Integrated Waste Management Plan (IWMP). The roles and
responsibilities in terms of the NWMS for local government are given in the table below.
Table 7: Roles and responsibilities for local government
Integrated waste
management
planning:
Local government will be responsible for the compilation of
general waste management plans for submission to provincial
government.
Waste information
system:
Local government will be responsible for data collection.
Waste minimisation: Local government will implement and enforce appropriate
national waste minimisation initiatives and promote the
development of voluntary partnerships with industry.
Recycling: Local government will establish recycling centres and/or facilitate
community initiatives.
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Waste collection and
transportation:
Local government is to improve service delivery. Private public
partnerships to assist service delivery are encouraged.
Waste disposal: Local government is to take responsibility for the establishment
and management of landfill sites, and to promote development of
regionally based facilities. Formalising and controlling of
scavenging is the responsibility of the permit holder.
4.1.9 National Strategy for Sustainable Development in South Africa
The “National Strategy for Sustainable Development in South Africa” (DEAT, 2010) provides
the national vision for sustainable development and includes strategic interventions to
effectively achieve this objective. It is anticipated that the Framework will guide all sectors
and organs of state to “progressively refine and realign their policies and decision-making
systems in order to establish a coherent and mutually consistent national system aimed at
promoting sustainable development”. Five priority areas for strategic intervention are
identified:
1. Enhancing systems for integrated planning and implementation:
Ensuring sustainable resource use is embedded into activities of all Clusters and intergovernmental structures, including the actions of the Premier’s Co-ordinating Committee;
Strengthening integration of sustainability criteria within planning frameworks including the PGDSs and IDPs;
Monitoring and evaluating progress towards sustainability against indicators;
Improving the integrated nature of policy development and implementation.
2. Sustaining our ecosystems and using resources sustainably:
Ensuring that the economic value of ecosystems are an integral part of development planning (IDPs and PGDSs) and decision-making and informs policies, strategies, programmes and actions;
Improving aquatic ecosystems, water availability and water quality;
Investing in protecting and enhancing ecosystems;
Reducing resource consumption per unit of production and waste generation;
Improving air quality through various strategies including improved air quality monitoring, clean coal technologies and renewable energy sources;
Improving energy efficiency;
Enhancing food security and natural resource-based livelihoods;
Implementing economic and fiscal instruments to promote sustainable development; and
Implementing international agreements that relate to natural resource use and ecosystem management.
3. Investing in sustainable economic development and infrastructure:
Increasing investment in infrastructure to address poverty and unemployment;
Developing and implementing mechanisms, methods and criteria to promote sustainable infrastructural investment;
Developing skills and capacity for building and maintaining sustainable infrastructure; and
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Implementing interventions to promote a “second economy”.
4. Creating sustainable human settlements:
Ensuring a shared approach to sustainable human settlements;
Implementing an integrated approach to addressing HIV, AIDS and TB;
Linking sustainable resource use, poverty eradication and local economic development;
Ensuring a safe and efficient public transport;
Reinforcing rural sustainable developments; and
Improving waste management.
5. Responding appropriately to emerging human development, economic and environmental challenges:
Responding to issues of climate change;
Energy load shedding crisis and rising energy prices;
International co-operation for sustainable development;
HIV and AIDS; and
Responding to NSSD and NDP Chapter 5 Imperatives on Environment.
Cooperative governance is identified as the key to ensuring the achievement of sustainable
development.
All 189 Members States of the United Nations, including South Africa, adopted the United
Nations Millennium Declaration in September 2000 (UN, 2000). The commitments made by
the Millennium Declaration are known as the Millennium Development Goals (MDGs), and
2015 was targeted as the year to achieve these goals. The United Nations Open Working
Group of the General Assembly identified seventeen sustainable development goals, built on
the foundation of the MDGs as the next global development target (UN, 2014). The sustainable
development goals include aspects such as ending poverty, addressing food security,
promoting health, wellbeing and education, gender equality, water and sanitation, economic
growth and employment creation, sustainable infrastructure, reducing inequality, creating
sustainable cities and human settlements, and addressing challenges in the physical
environment such as climate change and environmental resources (UN, 2014). These aspects
are included in the NDP, and it should be assumed that South Africa’s development path is
aligned with the international development agenda.
National Strategy for Sustainable Development Strategic Priorities
Priority 1: Enhancing systems for integrated planning and implementation
Priority 2: Sustaining our ecosystems and using natural resources efficiently
Priority 3: Towards a green economy
Priority 4: Building sustainable communities
Priority 5: Responding effectively to climate change
4.1.10 Green Economy
South Africa views green economy as a sustainable development path based on addressing
the interdependence between economic growth, social protection and natural ecosystem. The
South African approach is to ensure that green economy programmes are to be supported by
practical and implementable action plans. It is therefore important to build on existing best
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processes, programmes, initiatives and indigenous knowledge in key sectors “towards a
resource efficient, low carbon and pro-employment growth path”. Government alone
cannot manage and fund the transition to a green economy. The private sector and civil society
must also play a fundamental role.
A more formal definition can be regarded as a “system of economic activities related to the
production, distribution and consumption of goods and services that result in improved human
well-being over the long term, while not exposing future generations to significant
environmental risks or ecological scarcities”. It implies the decoupling of resource use and
environmental impacts from economic growth. It is characterized by substantially increased
investment in green sectors, supported by enabling policy reforms. The Green Economy refers
to two inter-linked developmental outcomes for the South African economy:
Growing economic activity (which leads to investment, jobs and competitiveness) in the green industry sector
A shift in the economy as a whole towards cleaner industries and sectors
Green jobs are those that help to protect ecosystems and biodiversity; reduce energy,
materials, and water consumption through high efficiency strategies; de-carbonise the
economy; and minimise or altogether avoid generation of all forms of waste and pollution.
Greater efficiency in the use of energy, water, and materials is a core objective of a green
economy i.e. achieving the same economic output (and level of wellbeing) with far less
material input.
Nine key areas identified in the green economy programmes
South Africa recognises that green economy action has a number of crosscutting roles and
responsibilities. The implementation is significantly decentralised and includes private sector,
civil society and all levels of government. The nine key focus areas are identified in the green
economy programmes that include:
1. Green buildings and the built environment: programme includes greening private and public buildings
2. Sustainable transport and infrastructure: programme includes promoting non-motorised transport
3. Clean energy and energy efficiency: programme includes -
o Expanding off-grid options in rural and urban
o REFIT optimisation for large scale renewable and localisation and
o Up-scaling Solar Water Heater rollout
4. Resource conservation and management: programme includes -
o National payments for ecosystem services
o Up-scale “Working for” programmes
o Infrastructure resilience and ecosystems
o Offset programme
o Wildlife management
5. Sustainable waste management practices: programme includes -
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o Waste beneficiation
o Zero waste community programme for 500 000 households
6. Agriculture, food production and forestry: programme includes integrated sustainable agricultural production
7. Water management: programme includes -
o Water harvesting
o Alternative technology for effluent management
o Comprehensive municipal water metering (Demand side management)
o Reduce water losses in agriculture, municipalities and mining
8. Sustainable consumption and production: programme includes -
o Industry specific production methods
o Industrial production technology changes
9. Environmental sustainability: programme includes -
o Greening large events and legacy (2010 Soccer World Cup, COP17 flagship and Tourism) and
o Research, awareness and skills development and knowledge management.
4.1.11 National Climate Change Response White Paper
South Africa has drafted a number of strategies in order to achieve its climate change response objective. This includes the mainstreaming of climate change response into all national, provincial and local planning regimes. Behaviour change that would support the transition to a low carbon society and economy needs to be promoted through the use of incentives and disincentives, including through regulation and the use of economic and fiscal measures.
Sustainable development is also climate friendly development. The more sustainable CHDM’s development path is, the easier it will be to build resilience to climate change impacts.
Key sectors, in the short- to medium-term, required to implement, primarily, climate change adaptation responses include water and agriculture.
Water is arguably the primary medium through which climate change impacts will be felt by people, ecosystems and economies;
Agriculture – after water, the prognosis for domestic food security and the agricultural industry more broadly, is a major cause for concern; and
Furthermore, South Africa’s greenhouse gas profile is linked to energy efficiency and renewable energy technologies.
It is important for municipalities to have an urgent short- to medium-term Disaster Risk Management response and one where proactive long term responses are critical.
4.1.12 The Biodiversity and Land Use Project
The Biodiversity and Land Use Project, implemented by the South African National Biodiversity Institute (SANBI) together with its partners and funded by the Global Environment Facility (GEF) through the United Nations Development Programme (UNDP), was established
to support municipalities “to minimize the multiple threats to biodiversity by increasing
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the capabilities of authorities and land owners to regulate land use and manage biodiversity in threatened ecosystems at the municipal scale”.
The project aims to strengthen and support biodiversity integration in legislative developments in planning, environmental assessments and environmental management tools and processes, and protect Critical Biodiversity Areas in collaboration with private and communal land owners. This requires working closely to support and strengthen capacity development with municipalities, relevant government departments, Environmental Assessment Practitioners (EAPs), policy developers and decision makers, land intensive sectors and private land owners, to integrate biodiversity in their processes and protect critical biodiversity through better land management.
4.1.13 The Municipal Systems Act, No 32 of 2000
Section 25 (1) of the MSA stipulates that “Each municipal council must, within a prescribed
period after the start of its elected term, adopt a single, inclusive and strategic plan for the
development of the municipality”. The Act dictates that the plan should: link, integrate and co-
ordinate plans and should take into account proposals for the development of the municipality.
In addition, the plan should align the resources and capacity of the municipality with the
implementation of the plan.
The plan must form the policy framework and general basis on which annual budgets must be
based. Furthermore, the plan should be compatible with national and provincial development
planning requirements binding on the municipality in terms of legislation. The IDP has a
legislative status. Section 35 (1) states that an IDP adopted by the council of a municipality—
(a) is the principal strategic planning instrument which guides and informs all planning
and development, and all decisions with regard to planning, management and
development, in the municipality;
(b) binds the municipality in the exercise of its executive authority, except to the extent
of any inconsistency between a municipality’s IDP and national or provincial legislation,
in which case such legislation prevails; and
(c) binds all other persons to the extent that those parts of the IDP that impose duties
or affect the rights of’ those persons have been passed as a by-law.
4.1.14 The Spatial Planning and Land Use Management Act, No 16 of 2013
Regulations GG 38594 GN R239 was published in terms of The Spatial Planning and Land
Use Management Act 16 of 2013 (SPLUMA) on 23 March 2015. The law came into effect on
1 July 2015.
SPLUMA provides a framework for spatial planning and land use management in South Africa.
SPLUMA:
Specifies the relationship between the spatial planning and the land use management system and other kinds of planning;
Ensures that the system of spatial planning and land use management promoted social and economic inclusion;
Provides for development principles and norms and standards;
Provides for the sustainable and efficient use of land;
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Provides for cooperative government and intergovernmental relations amongst the national, provincial and local spheres of government; and
Redresses the imbalance of the past and to ensure that there is equity in the application of spatial development planning and land use management systems.
SPLUMA applies to the whole of South Africa (urban and rural areas) and governs informal
and traditional land use development processes.
Chapter 2 describes key development principles, norms and standards, which include:
"Spatial justice" – past spatial and other developments imbalances must be redressed through improved access to and use of land;
“Good Administration” A Municipal Planning Tribunal cannot be impeded in its discretion on the ground that the value of the land / property is affected by the outcome of the application;
"Spatial sustainability" - promote land development that is within the fiscal, institutional and administrative means of South Africa, protect prime and unique agricultural land, comply with environmental laws and limit urban sprawl;
"Efficiency" – land development must optimise the use of existing resources and infrastructure and decision making procedures must be designed to minimise negative financial, social, economic or environmental impact; and
"Spatial Resilience"- flexibility in spatial plans is accommodated to ensure sustainable livelihoods.
Chapter 4 addresses Spatial Development Frameworks (SDFs). Each Municipality must
prepare SDFs. A Municipal Planning Tribunal may not make a decision that is inconsistent
with the Municipal SDF; they can only depart from a Municipal SDF if site-specific
circumstances justify a departure.
(Sifiso Msomi, Shepstone and Wylie Attorneys)
4.1.15 The National Planning Commission and the National Development Plan
According to the National Planning Commission (NPC) there are nine key social, political and
economic challenges facing South Africa:
1. Unemployment in South Africa is very high
2. The quality of education for poor black South Africans is below standard
3. Infrastructure is poorly located, under-maintained and insufficient to foster higher growth
4. South Africa’s growth path is highly resource-intensive and hence unsustainable
5. Spatial challenges (rural vs urban development) continue to marginalise the poor
6. A widespread disease burden is compounded by a failing public health system.
7. The performance of the public service is uneven
8. Corruption undermines state legitimacy and service delivery
9. South Africa remains a divided society
According to the report, the first two challenges listed above are “the most pressing challenges
facing the country”.
The plan concentrates on creating an empowering environment for development and wants to
move from a worldview of privilege to a worldview of improvement that advances the
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improvement of abilities, the creation of opportunities and the involvement of all citizens. The
National Development Plan (NDP) (NPC, 2012) wants to achieve the following:
1. An economy that will create more jobs.
2. Improving infrastructure.
3. Transition to a low-carbon economy.
4. An inclusive and integrated rural economy.
5. Reversing the spatial effects of apartheid.
6. Improving the quality of education, training and innovation.
7. Quality healthcare for all.
8. Social protection.
9. Building safer communities.
10. Reforming the public service.
11. Fighting corruption.
12. Transforming society and uniting the country.
Each of the points above is a chapter in the plan, and contains a range of targets and
proposals. Some are general statements of policy intent, while others are specific policy
proposals, actions or processes that should take place (NPC, 2012).
The NDP seeks to ensure environmental sustainability and equitable transition to a low-carbon
economy. It highlights that the South African economy can grow better if the natural resources
are used responsibly.
It also points out that environmental sustainability and climate change should be considered
when resolving the developmental challenges facing the predominantly poorer communities.
Capacity building regarding a low-carbon economy and the development of sustainable
societies is crucially needed in South Africa.
Mitigation measures such as awareness campaigns and sufficient recycling infrastructure will
assist in positioning South Africa to be a zero-waste society in the future. This in turn will
reduce environmental degradation.
Municipalities can play an important role in working towards the 2030 vision of the NDP. This
can be achieved through having coordinated planning and investment in the infrastructure and
services that prioritise climate change and environmental sustainability. This will provide
communities with access to basic needs, such as housing, clean water, proper sanitation and
affordable energy that is safe.
Table 8: NDP: Summary of Spatial Related Drivers and Objectives
NDP Drivers Objectives Nr.
Driver 1: Diversify and expand
agricultural development and
food security
Protection of rural livelihoods 1
Expansion of commercial agriculture 2
Conservation and restoration of protected areas 3
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NDP Drivers Objectives Nr.
Driver 4: Capitalise on
transport and distribution
opportunities
Upgrading the Durban Gauteng freight corridor 4
Driver 8: Expand and maintain
basic and road infrastructure
Access to clean, potable water 5
Access to electricity grid 6
Enough water for agriculture and industry 7
Renewable energy (20 000 MW) 8
Driver 9: Facilitate sustainable
human settlement
Spatial planning system 9
Upgrade all informal settlements 10
Improve balance between location of jobs and
people
11
Development of spatial compacts 12
More jobs in or close to dense, urban township 13
Support rural and urban livelihoods 14
Greater spatial mix 15
Densification of cities 16
Resource allocation 17
Better located housing and settlements 18
Public transport 19
Driver 12: Integrate
environmental limitations and
change into growth and
development planning
Expansion of commercial agriculture 20
Conservation and restoration of protected areas 21
4.1.16 Medium Term Strategic Framework of the NDP
The Medium Term Strategic Framework (MTSF) is a reflection of government’s assessment
of, and perspective on, key development challenges at a particular point in time, as well as a
statement of intent (with strategic objectives and targets) of the way it envisages addressing
the challenges over the medium (five-year) term. It serves as a backdrop to guide planning
and budgeting across the three spheres of government.
4.1.17 Outcomes Based Delivery Agreement
The outcomes for 2014 to 2019 are published as annexures to the MTFS:
Outcome 10: Environmental assets and natural resources that are well protected and
continually enhanced.
Output 1: Enhanced quality and quantity of water resources
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Output 2: Reduced greenhouse gas emissions, climate change impacts and improved air/ atmospheric quality
Output 3: Sustainable environmental management Output 4: Protected biodiversity
Output 1: Enhanced quality and quantity of water resources
Water demand is expected to rise by 52% over the next 30 years while supply of water is likely
to decline if current trends due to leakage from old and poorly maintained municipal
infrastructure and the loss of wetlands persist. This would make the prospect of water shortage
a frightening reality in the near future. To enable more efficient management of our water
resources, the following targets are critical:
• Reduction of water loss from distribution networks from current levels of approximately 30%
to 18% by 2014 coupled with encouraging users to save water.
• To preserve groundwater reserves and prevent further loss of wetlands, the number of
wetlands rehabilitated should increase from 95 to 150 per year. Furthermore, action needs to
be taken to increase the number of wetlands under formal protection from the current level of
19 as well ensuring that the number of rivers with healthy ecosystems increases significantly.
• To improve current capacity to treat wastewater, 80% of sewage and wastewater treatment
plants should be upgraded by 2015 and the percentage of wastewater treatment plants
meeting water quality standards should be increased from 40% to 80% by 2014.
Output 2: Reduced greenhouse gas emissions, climate change impacts and improved
air/ atmospheric quality
• To begin reducing South Africa’s footprint with regard to greenhouse gas emission, the
percentage of power generation from renewable sources should increase from
2,000 GW/ hours to 10,000 GW/ hours by 2014.
• To mitigate the catastrophic impacts of climate change it is imperative that we reduce total
CO2 emissions by 34% by 2020 and 42% by 2025.
• Reduction of atmospheric pollutants is also critical and targets should be set that comply with
Ambient Air Quality Standards.
• To better cope with the unpredictable and severe impacts of climate change, adaptation
plans for key sectors of the economy must be developed (i.e. Agriculture, water, forestry,
tourism, Human Settlements).
Output 3: Sustainable environmental management
The proper management of our environment will require that we achieve the following
• Percentage of land affected by soil degradation to decrease from 70% to 55%.
• Net deforestation to be maintained at not more than 5% by 2020 and protection of indigenous
forest assets be transferred to appropriate conservation and relevant agencies by 2014.
• Solid waste management to ensure waste minimization, improved collection and disposal
and recycling by ensuring that the percentage of households with basic waste collection and
disposal facilities increases from 50% to 80% by 2012; percentage of landfill sites with permits
increased to 80% by 2015 and that 25% percent of municipal waste gets diverted from landfill
sites for recycling by 2012.
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• To ensure integrated planning, a clear plan that will ensure that environmental issues are
integrated into land use planning and incorporated into national, provincial and municipal
plans.
Output 4: Protected biodiversity
Keeping our biodiversity intact is vital for sustainable economic growth and development
because it ensures ongoing provision of ecosystem services such as the production of clean
air, clean water through good catchment management and prevention of erosion and carbon
storage to counteract global warming. Consideration should be therefore be given to limit
further loss of natural habitat in threatened ecosystems by more deliberate preservation and
conservation of protected areas. In this regard the targets for achievement are as follows:
• Land protection and rehabilitation by increasing the percentage of land mass under
conservation from 6% to 9% and the hectares of land rehabilitated per year should increase
from 624ha to 1000ha by 2014
• Consistent with the draft National Biodiversity Framework, the percentage of coastline
prohibiting fishing and any form of harvesting and extraction should increase from 9% to 11%,
the percentage of coastline with partial protection to increase from 12% to14% and clear
targets set for the number of kilometres of coast, rivers and lakes to be cleaned and
rehabilitated
• To preserve our biodiversity and protect ecosystems and species the number of species
under formal protection should increase and the proportion of species threatened with
extinction should decline from current levels of 6.5%
4.1.18 Regional Industrial Development Strategy
The Regional Industrial Development Strategy (RIDS) seeks to empower all areas in the South
African economy to accomplish their ideal economic potential by encouraging local
development implanted in a region/ district through linkages inside existing and latent industrial
and economic bases.
The role of the RIDS is to work closely with districts in ensuring some level of preparedness /
readiness so that when a viable investment opportunity arises, that investment takes place on
the district’s terms.
4.2 Provincial Policy
4.2.1 Eastern Cape Vision 2030 Provincial Development Plan:
This document highlights the long term plan to prioritise rural development as a key to
sustainable development in the province. It is clear that there are spatial imbalances within
the province and the persistent underdevelopment of its rural regions where the majority of
citizens live. Socio-economic underdevelopment and high deprivation, in other words, poor
access to basic services is seen in the east of the province and incorporates a large portion
of CHDM. These are generally high-density, poverty-stricken rural areas, with underdeveloped
towns that largely serve as trading hubs. Despite the fact that this region accounts for the bulk
of arable land, and has high rainfall patterns and water to sustain agriculture and forestry, the
area focuses on consumption, with very little production.
The Chris Hani District has significant agricultural potential, with good water resources and
some irrigation infrastructure. An ambitious and detailed plan for agriculture-driven
development has been proposed, focusing on Sakhisizwe, Engcobo and Emalahleni. This
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presents the province with an opportunity to develop a large agro-industrial hub and
significantly re-order spatial patterns of economic activity and growth by promoting value-
adding agro-processing industry, related industries and services, and develop new
settlements of a technical and professional employees in this region. This development could
also benefit Enoch Mgijima (Lukanji), positioning it as a growing logistics nexus and light-
manufacturing hub. The Chris Hani District is also establishing itself as a model district by
piloting new forms of collective enterprise – mainly cooperatives to help grow poor black
citizens’ participation in the economy. Cradock is also a growth node for agriculture and the
emerging biofuel industry in the province, with its proximity to the port city of Nelson Mandela
Metro giving it a distinct advantage.
4.2.2 Land use planning Ordinance No. 15 of 1985.
To regulate land use planning and to provide for matters indicated thereto.
4.2.3 Environmental Conservation Decree No.9 of 1992
It makes provision to consolidate and amend the laws relating to conservation, management,
protection and commercial utilization of indigenous fauna and flora and their habitats on land,
in fresh water and in the sea excluding national parks. To provide for the establishment and
management of national wildlife reserves, protected natural environments, limited
development areas, camping areas, hiking trails, water catchment areas and a coastal
conservation area; to provide for the establishment of an environmental conservation fund, to
provide for matters relating to sea and the sea shore and to provide for incidental matters.
4.2.4 Nature conservation Act of 1997
To consolidate and amend the laws relating to the conservation, management and protection
of fauna, flora and fish and their habitats generally, to provide for the establishment and
management of nature reserves, hiking trails, water catchment areas and coastal conservation
areas, to provide for matters relating to the sea shore and to provide for incidental matters.
4.2.5 Eastern Cape Environmental Conservation Act of 2003
To provide for the consolidation and repeal of certain laws, relating to environmental
conservation applicable in the province including the sea shore
4.2.6 Eastern Cape Heritage Resources Act of 2003
Makes provision for the establishment of a statutory body to identify, manage, conserve and
promote heritage resources in the Province and to provide for matters incidental thereto.
4.3 District Policy
4.3.1 Environmental Management
This Environmental Management unit is legislatively informed by the National Environmental
Management Act 107 of 1998 wherein its function is to address environmental management
and climate change related issues. Critical to this unit is the development of a district wide
Climate Change Response Strategy. This will be done in collaboration with all other interested
and affected stakeholders. The strategy will address adaptation and mitigation measures in
an attempt to conserve the natural resources that exist within the district. This unit strides to
ensure realization of Section 24 of the Constitution wherein it is stated that everyone has the
right to an environment that is not harmful to their health or well-being; and to have the
environment protected, for the benefit of present and future generations, through reasonable
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legislative and other measures that prevent pollution and ecological degradation, ensuring
conservation and ecologically sustainable development and use of natural resources.
4.3.2 Waste Management
Chris Hani District Municipality is not performing the task of refuse removal. The refuse
removal services are performed by the local municipalities and in this case the 6 local
municipalities performing this task of refuse removal are Enoch Mgijima, Sakhisizwe, Inxuba
Yethemba, Ngcobo, Emalahleni and Intsika Yethu local municipalities. The local municipalities
provide high quality standards of waste management services considering their rural nature
and economic stress. Waste is collected on a daily basis in town and in urban residential areas
and townships the waste is collected twice a week. There are refuse receptacles in a form of
skips and rubbish bins in towns and the refuse removal vehicles, tractors and trucks are in
good conditions. The waste is disposed in the landfill sites which are managed at local
municipal level. Waste Management Planning and Projects CHDM assisted all the 6 local
municipalities by developing the Integrated Waste Management Plans. This means that all
local municipalities within CHDM have integrated Waste Management Plans which are
currently under review. Through CHDM’s partnership with the national Department of
Environmental Affairs (DEA), Youth Jobs in Waste Programmes are being implemented in all
8 municipalities in the region. These programmes mainly focus on waste collection, recycling
& sorting of waste, awareness campaigns as well as landfill sites management. The DEA
provided funding and support towards licensing of Cradock landfill site and rehabilitation of
the Whittlesea, Hofmeyer and Dordrecht waste sites. Several EPWP programmes are
implemented in municipalities towards cleansing, establishment of buy back centres and
recycling.
4.3.3 Greening and Land Care Programmes
In relation to greening, CHDM has resolved to ‘green’ its events by planting trees as means of
striving to counteract the carbon footprint. Trees are planted for the purpose of greening
especially in towns, villages and schools. As part of greening and land care, CHDM is
implementing job creation projects for correcting environmental degradation by means of
eradicating invasive alien plants and encroaching species like Euryops (Lapesi), Black and
Silver Wattle. The Wattle Eradication Programme and or Land Care Management Programme
are implemented in certain areas of Ngcobo, Enoch Mgijima, Sakhisizwe, Emalahleni and
Intsika Yethu municipalities. The greening and environmental rehabilitation programs have
also been expanded to include research and a management program for Satansbos at Inxuba
Yethemba municipality. The main objectives for land care and greening programmes are as
follows:
Alleviate poverty through responsible environmental management
Create employment for the communities
Promote behavioural change with respect to environmental management
Protect the environment and ensure the safe use of land
4.3.4 Environmental Education and Awareness Programmes
Awareness programs are conducted on environmental quality management, land care and
sustainable development in relation to climate change. Observation of environmental days like
Arbor Day, World Environment Day and Water Week helps in raising the awareness in terms
of identified themes for those programs on an annual basis. Environmental education
programmes are also conducted in schools. The impact of these capacity building sessions
cannot be overemphasized as we can see that CHDM is now ready to address the scourge of
climate change and make it beneficial to the citizens of this region through greening, recycling,
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and renewable energy initiatives. Environmental education programmes are also conducted
in schools.
4.3.5 Environmental Planning and Management
Chris Hani DM is in the process of developing Climate Change Adaptation and Mitigation
Strategy as well as the Air Quality Management Plan. The Integrated Waste Management
Plans are under review. The environmental planning tools currently used are the
Environmental Management Plan and the Spatial Development Framework. Several capital
projects which require Environmental Impact Assessment are included in the list of CHDM’s
capital projects in this document.
4.3.6 District Wide Environment and Climate Change Forum
In February 2014, CHDM hosted a District Wide Institutional Strategic planning session in
preparation for a 5 year IDP (2012 – 2017), wherein climate change was prioritised by all
Departments in the name of mainstreaming. Subsequently, a climate change summit was
convened on February 2012 with a resolution to funcitionalize a district climate change forum.
It is against this background that the Environment and Climate Change Forum has since been
operational. The forum focuses on a wide scope of environment and climate change aspects
affecting the district including local municipalities pertaining to:
Education, awareness and capacity building
Compliance, Legislation and policy (requirement and formulation)
Biodiversity
Waste Management and Air Quality
4.3.7 Climate Change
Climate change is defined as the statistical significant and lasting change in the characteristics
of the climate system. Besides natural processes, climate change may result from human
activities, as is the case with the current climate change concerns. The major concern as a
significant of climate change is the increased emission of greenhouse gases, e.g. Carbon
Dioxide, Methane, Nitrous oxide and Halocarbon gases that contain fluorine, chlorine and
bromine – mainly used in aerosols.
A key characteristic of the current climate change is global warming which refers to the general
increase in surface temperatures across the world. The main concern and urgency about
dealing with climate change is that the process is irreversible. Scientific evidence gathered
from different research activities around the world strongly indicate that the climate is changing
and the main contributor to these changes are human activities. The use of fossil fuel, e.g.
coal, in energy generation is one of the major producers of greenhouse gases which are
destroying the atmosphere resulting in the increase in surface temperature due to ozone
depletion. Other factors that contribute to the climate change include the use of aerosols,
cement manufacture, animal agriculture and deforestation. The international community is
alarmed by the current rapid change in climate, which is leading to global warming, and this
has led to international consultation and attempts to reach consensus on measures that need
to be adopted to reduce the impact of climate change, at forums such as the United Nations
Framework Convention on Climate Change (UNFCCCC), the Kyoto Protocol (1997) and COP-
17 which was held in South Africa in 2011 has not really yielded the intended results.
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Some of the noticeable effects from climate change in South Africa include the change in the
type, distribution and coverage of vegetation which has affected agricultural activities,
especially in rural areas like Chris Hani District Municipality (CHDM) and areas with semi-
desert especially the Eastern Cape Province. South Africa is already experiencing some
effects of change in climate such as the recent extreme weather patterns e.g. very hot and
cold seasons and heavy rains and flooding, with droughts hitting other parts of the country,
these do not follow the known or anticipated climatic conditions.
Climate change requires that all nations, act now and together without exception. The impact
of changes to the climate stretches beyond territorial boundaries. There is consensus among
researchers that, adaptation policies and programmes need to be implemented without delay
on a multi-scale level to reduce the envisaged crisis and disasters that are associated with
climate change. According to some experts the projected climatic changes for Africa suggest
a future of increasingly scarce water, collapsing agricultural yields, encroaching desert and
damaged coastal infrastructure. South Africa is a water scarce country, and this natural
resource is seriously threatened by the current global warming that characterizes climate
change. At provincial and local government levels including District like CHDM, this will require
more collaboration in seeking solutions and adapting so that the contributing factors to this
phenomenon are reduced. It is envisaged that the impacts of climate change ‘will be magnified
or moderated by underlying conditions of governance, poverty and resource management, as
well as the nature of climate change impacts at local and regional levels’. In 2008, the
Secretary General of the Organisation for Economic Cooperation and Development (OECD),
Angela Guirra, made the following statement, during a Conference on “Competitive Cities and
Climate Change”, “In our cities, citizens, industries and institutions must respond to the
challenges of technological change and globalisation. In our cities, as elsewhere, we must
deal with the social implications of change (…) Urban areas could (also) play a central role in
successfully addressing global environmental challenges (…) Cities generate almost 70% of
total gas emission. There is no doubt that improvements in urban design, housing stock, traffic
congestion and accessibility, disaster prevention and waste management, are crucial
component of a strategy to combat global warming. If cities fail to deal effectively with
environmental challenges, our planet is in serious trouble”. - Competitive Cities and Climate
Change. OECD Conference Proceedings, 9-10 October 2008, Milan, Italy. The relevance of
this statement can never be under estimated as we see the urgency of the need for all of us
to act decisively in dealing with what has been described as one of the manmade security
threats of this century. Experts gathered at the OECD 2008 Conference proposed that: “Strong
and effective urban policies that enable cities to benefit from globalising processes require
flexible, multi-level forms of inter-governmental joint action. The need for a multi-level
governance framework for urban development policies is particularly critical for addressing
climate change. City and regional leaders are generally best suited to design strategies for
addressing their own local climate change risks. Likewise, local governments are needed as
partners to implement nation-wide climate change response policies, while at the same time
designing their own policy responses that are tailored to local contexts.” It is within this
background and within the context of South Africa’s experiences and unique conditions that it
has been deemed fit to develop and spearhead the programme on Climate Change within our
CHDM, as part of a District wide adaptation strategy.
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5 ENVIRONMENTAL STATUS QUO SUMMARY AND
REMEDIATION MEASURES
5.1 Summary of Main Issues and Key Findings
One of the key deliverables in developing the EMP, includes the drafting of the Environmental
Status Quo Report. This stand-alone report is included as Appendix A. It provides an
environmental overview of the district, including the biophysical, social and economic
environment. An environmental analysis is made where the environmental management
issues, opportunities and constraints are discussed. The issues are then prioritised. These
issues include the following:
- Water shortages
- Water quality degradation, poor sanitation
- Poor waste management
- Uncontrolled alien invasive plant infestation.
- Raise awareness and encourage buy-in from all municipal stakeholders.
- Soil erosion, loss of top soil and fertility
- Climate change induced extreme events.
The conclusions drawn from the analysis are described below:
This DM is predominantly rural where 63.8% of the population lives in rural areas and
only 35.2% live in areas classified as urban. Those living in rural settlements are at
least partially dependent on the natural environment for their livelihoods;
A high proportion of the people living in the DM are grant dependent rather than
actively productive;
Unemployment is high, and most households rely on social grants and remittances
from family members working elsewhere.
The majority of educated and able-bodied people leave the district and seek
employment elsewhere;
The Enoch Mgijima municipal area, particularly Komani, is the economic hub, due to
its strategic position in the middle of the national corridors to the Gauteng, Western
Cape, KwaZulu-Natal, Northern Cape and Free State Provinces.
Growing populations in towns face resource shortages, aging and inadequate
infrastructure and quality issues e.g. sewage into rivers due to overloaded systems.
In an attempt to speed up service delivery and development for the communities, the
environment and its capacity to sustain itself have been severely compromised.
Land capability increases from West to East, with Ngcobo LM having the highest
percentage of arable land, whereas Inxuba Yethemba LM wholly comprises of non-
arable land and therefore is better suited to stock and game farming.
Historically, the eastern part of CHDM, is the most deprived area within the
municipality.
Passive land use i.e. the use of land with little or no regulation, management or
maintenance by the users and authorities has resulted in extensive overgrazing,
degradation and soil erosion;
The biophysical environment’s ability to deliver key services such as good topsoil,
grazing, clean air and water and protection from floods, disease, and other disasters
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is decreasing, as natural resources are being degraded at an unsustainable rate. The
result of this affects the rural population far more as they rely on the environment the
most.
It is essential that environmental awareness is encouraged as pressures on the land
and water resources will grow significantly worse unless attitudes and actions change.
The capacity of the local communities must be built to improve their understanding of
the consequences of their actions on the resources on which they rely to live.
The biophysical environment and its resources are key ingredients to successful rural
livelihoods. It is essential that CHDM takes appropriate custodianship of the landscape
and its resources in order for the economy and associated society to persist without
very expensive inputs from the district governmental systems.
6 ENVIRONMENTAL MANAGEMENT VISION AND
PRINCIPLES
6.1 Environmental Management Vision
6.1.1 CHDM’s Vision Statement
According to the latest IDP, CHDM’s stakeholders through Strategic Planning Sessions both departmental and institutional felt that the Vision and Mission which adopted during 2012 for the 2012-2017 IDP should be amended. The following options will be presented to Council for adoption and later to be taken back to communities for comments.
A) “Leaders in sustainable economic growth and improved quality of life” Or
B) “A district that is recognized as a model (a recognized model) for service excellence to its citizens”
Or
C) “A developmental municipality that offers sustainable economic growth and improved quality of life”
6.1.2 CHDM’s Mission Statement
A) “To coordinate governance and quality service for vibrant communities” or
B) “To improve quality of life through sustainable delivery of services” (quality life – is dictated upon by various factors: environment, socio-economic)
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6.1.3 CHDM’s Core Values
C H R I S H A N I
Com
mitm
en
t
Hum
an
ity
Resp
ect
Inte
grity
Sin
ce
rity
Hon
esty
Acco
unta
bili
ty
Nurt
urin
g
Inn
ova
tive
6.1.4 CHDM’s Draft Environmental Policy
A healthy and sustainable environment is a Constitutional Right of all citizens of CHDM, and
is important to the municipality’s economy and future.
In achieving a healthy and sustainable environment, CHDM is committed to sustainable
development and Local Agenda 21 (LA 21) principles.
Chris Hani District Municipality objectives with respect to environmental management are:
- To continually strive to improve environmental performance.
- To at a minimum, meet or exceed environmental standards set by applicable laws and
regulations.
- To practice sustainable development in line with LA 21 principles.
- To promote sustainable development in line with LA 21 principles.
- To prevent pollution or explore, create, implement and communicate ways of
preventing or minimising pollution.
- To rehabilitate environmental damage and pollution.
- To conserve renewable and non-renewable resources.
- To promote the conservation of biodiversity and ecological processes.
- To promote the conservation of environmentally sensitive and conservation-worthy
areas.
- To set environmental performance targets and objectives in line with National
standards.
- To monitor and report on performance in relation to these targets and objectives on an
ongoing basis.
- To maintain an appropriate system for documenting and reporting on these targets,
objectives and performance against them.
- To respond to non-performance in terms of these objectives and targets.
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- To communicate performance in relation to these targets to all employees and the
public, on at least an annual basis.
- Where possible, to educate residents regarding sustainable development and other
environmental issues.
6.2 Environmental Management Principles
1. Sustainability:
Environmental management should seek to facilitate and enhance development that is
sustainable, in order to meet the needs of present generations without compromising the
ability of future generations to meet their own needs. This includes the sustainable use of
resources, and should reflect a balance between social justice, economic efficiency and
ecological integrity.
2. Environment as a Resource:
The environment provides essential resources for economic and social development.
3. Common Heritage:
The use of these resources must serve the public interest, and the environment must be
protected as the people’s common heritage.
4. Holism:
Urban systems, while largely transformed through human activity are nonetheless ecosystems
and should be managed appropriately by acknowledging the interdependence of different
components of the systems.
5. Considering broader consequences:
The regional, national and international effects of activities at local level should be taken into
account.
6. Efficiency:
Environmental Management should be carried out in an efficient manner, making best possible
use of available resources.
7. Justice:
Management of environmental resources and environmental impacts shall seek to promote
social, economic and environmental justice, so as not to discriminate against any person,
particularly the vulnerable and disadvantaged.
8. Public participation and access:
All people shall be given the opportunity to participate effectively in environmental governance,
including empowerment and capacity building. Openness, transparency and access to
information should be practiced to enable accountable decision-making.
9. Continual improvement:
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Environmental quality and human health and well-being should be continually improved
through effective environmental management.
10. Shared responsibility:
All people of the DM have a shared responsibility to contribute to the improvement of
environmental quality and human health and well-being.
11. Problem solving:
A positive approach emphasizing problem solving is required in order to avoid conflicts of
interest and conflicts over use of scarce resources.
12. Considering full environmental costs:
The price of goods, services and processes must include full environmental costs through their
life cycle.
13. Avoiding negative impacts:
Negative impacts on the environment, including the effects of pollution and uncontrolled waste,
disturbance of ecosystem and cultural heritages sites, and loss of biodiversity, must be
anticipated and avoided or minimised wherever possible.
14. Precaution:
A risk-averse and cautious approach should be applied in environmental management,
recognizing the limits of current knowledge and environmental consequences.
15. Accountability for actions:
Those responsible for negative environmental impacts must pay the repair costs both to
environment and human health, and the costs of preventative measures to reduce or prevent
further environmental damage. This includes the principles of “the polluter pays” and requires
effective law enforcement (NEMA).
7 INTEGRATED ENVIRONMENTAL MANAGEMENT GOALS
Environmental management is an integrated municipal function, as it requires action in nearly
all municipal sectors. This IEMP has been structured around a set of seven Strategic
Integrated Management Goals that have been defined for the CHDM. These goals have
been identified on the basis of:
1. The roles and responsibilities that the municipality must assume in regards to environmental management in terms of national legal mandates (see Section 2), and
2. The specific issues, opportunities and constraints that have been identified in the district (see Section 5).
For each goal, a number of objectives are included, which are the actions / projects /
programmes that need to be undertaken in order to achieve the goal. The Municipal Sectors
responsible for the implementation of each objective is included.
For each objective, there are a set of Key Performance Indicators (KPIs) that can be used to
measure progress in implementation of the objective. All the KPIs that have been developed
for objectives under one goal can be used to track the municipality’s performance in terms of
achieving that goal.
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The structure of this IEMP is summarised in the Figure 4 below.
Figure 4: Structure of this IEMP
Figure 5: Institutional Responsibilities
7.1 Strategic Integrated Environmental Management Goals
The IEMP has been structured in this way for a specific purpose, and that is to clarify the
overarching IEM aims (i.e. goals) of the municipality, and how the environmental management
actions undertaken within a variety of municipal sectors contribute towards the achievement
of these aims. This structure also helps to clarify the respective roles of various municipal
departments as IEM agents of the CHDM, and the Community Services Department/ IEM Unit
as a central champion and coordinator of IEM goals in CHDM (Figure 5).
SIEM Goal 1
Objective A - e.g. Water & Waste Water
KPIs
Objective B - e.g. Waste Management
KPIs
Objective C - e.g. Parks & Amenities
KPIs
SIEM Goal 2
Objective A - e.g. Water & Waste Water
KPIs
Objective B - e.g. Community Services
KPIs
Objective C - e.g. Electricity and
Mechanical Maintenance
KPIs
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The following seven Strategic Integrated Environmental Management Goals have been
defined for the CHDM. The Environmental Management approaches, Programmes and
Projects presented in the sections which follow present the implementation framework for
achieving these goals.
Table 9: Seven Strategic Integrated Environmental Management Goals
Goal Description
Goal 1 Implement good
environmental
governance in the
CHDM.
This goal requires a collaborative approach between
organs of state (inclusive of LM) relating to
environmental matters, through establishment of formal
and informal relations. It also requires that decision
making be underpinned by sound knowledge and
adaptive management. It also requires relations to be
built with non-governmental organizations and
communities that should be encouraged and enabled to
contribute to planning processes as means to enable
effective environmental management.
Goal 2 Address climate change through locally appropriate climate mitigation and adaptation responses.
Improve the district’s resilience to extreme weather and
climate events by identifying vulnerable areas that are
likely to be prone to natural disasters such as floods and
damaging storms, and limit further development there.
Ecosystems that provide some mitigation against
climate change effects should be protected and
rehabilitated in key areas, e.g. wetlands and
grasslands.
Goal 3 Protect and conserve
the water resources
and manage the
demand and supply.
The amount of water on the earth remains the same but
how much is available and usable for domestic,
agricultural and industrial use in an area changes. This
solely depends on how it is managed. CHDM needs to
develop a water conservation & demand management
programme
Goal 4 A clean environment,
where all sources of
pollution that impact on
ecosystem and human
health are addressed
Sources of pollution from municipal and private infrastructure that threaten human health, or the functionality or integrity of freshwater resources or terrestrial ecosystems must be addressed as a priority in order to promote our constitutional right to live in a clean environment.
Goal 5 Effective management of municipal waste.
Encourage district‐wide waste reduction, re‐use and recycling initiatives in order to minimise waste disposal to landfill. Programmes and activities to educate communities regarding waste and waste reduction should be developed. This can include clean-up campaigns. Public-private partnerships for providing recycling services/ buy back centres should be investigated. It is important to use locally focused programmes and projects to achieve the 3R’s of waste minimization.
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Goal Description
Goal 6 Promote the District’s
biodiversity
Ecosystem services generated by the natural environment, which enhance human wellbeing, and are directly used by people, can only be supplied if the ecosystems from which they are derived are functional. Many of these services (including groundwater recharge, water purification, soil fertility, soil protection, fodder, plant and animal pest control, air quality management, recreational opportunities and bioprospecting etc.) are used locally by the district as part of its service infrastructure, and by residents of the municipal areas. It is therefore essential to promote biodiversity management.
Goal 7 Raise awareness on environmental matters
Achieving the goals set out for IEM is a collective effort.
The positive contribution of all municipal residents,
including businesses and industries, needs to facilitated
and promoted. Water conservation and demand
management, waste management, food and energy
security, and pollution control are vital components of
an awareness campaign. Farmers, key businesses and
industries have a role to play in addressing pollution
threats. It is important for CHDM to strengthen these
relationships.
7.2 IEM Objectives (Actions) and KPIs
The following sections present the various objectives (i.e. the actions) that need to be
undertaken by the various CHDM departments in order to achieve each of the seven strategic
IEM goals presented in the previous section. KPIs are specified for each objective, which
represent the ‘measurable’ indicators of progress in the achievement of each objective.
7.2.1 Goal 1 – Good Environmental Governance
“Implement good environmental governance in the CHDM”
Owing to the fact that Section 24 of the Constitution establishes the right of all people in the
country to have a safe and healthy environment, and to have this protected for future
generations, all organs of state need to establish and maintain good environmental
governance. This is also important to ensure that municipalities fulfill their scheduled
environmental management functions, as well as comply with the array of environmental
statutes that may regulate their activities.
A collaborative approach is required between organs of state (inclusive of LMs) relating to
environmental matters, through establishment of formal and informal relations. Decision
making should be underpinned by sound knowledge and adaptive management. Relations
should be built with non-governmental organizations and communities, encouraging and
enabling the contribution to planning processes as means to enable effective environmental
management.
The following objectives (actions) are required to achieve this goal in CHDM:
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Table 10: Goal 1 – Good Environmental Governance
GOAL 1 – Good Environmental Governance
A Co-ordinate the establishment of a dedicated environmental management
unit that will respond to all environmental issues within the administrative
structures of each of the LMs.
Description:
To ensure successful implementation of priority environmental management
programmes and projects, an IEM function, which is adequately resourced in terms
of number of staff and budget allocation, should be developed within each of the
LMs. Furthermore, this function should have the requisite skills and capacity
required to address the following core activities:
Championing the integration of environmental protection and management into the IDP, SDF, strategic and local level plans (e.g. Local Area Plans etc.), and where relevant into sector plans (e.g. disaster management, waste management, environmental health etc.).
Motivating for budgets to implement priority environmental management programmes and projects.
Reviewing and inputting into the planning and design of all municipal development and infrastructure projects to ensure that good environmental management principles are being adopted, and that all environmental legal requirements are met.
Reviewing all development applications and Environmental Impact Assessments undertaken for developments in the LM, and specifying conditions of approval for these applications that ensure that the environment is protected and the municipal environmental management priorities and targets are not compromised. This should include coordinating comments from all relevant municipal departments, collating these and submitting a unified municipal response in response to Scoping and Environmental Impact Reports or Basic Assessments undertaken in the municipal area.
Leading projects that deepen the municipality’s understanding of the role and function of the natural environment to deliver life‐supporting ecosystem services, the risks of climate change, the impact of current and future development pressures on the environment and resulting impacts on human health and quality of life.
Leading projects that develop spatial plans and other information that can be used to inform spatial planning, development assessment and control and sectoral planning and activities, with the aim of protecting the environment, minimising environmental risks and developing a sustainable city.
Collecting Key Performance Indicator data from all sectors that have a role in implementing the objectives (actions) specified by the IEMP, and reporting on LM’s progress in respect of achieving its IEM goals.
Implementing relevant projects and programmes as specified in the IEMP.
Liaising with other government departments, parastatals, Non-Government Organisations (NGO’s), farmers and business regarding environmental management priorities and objectives, and environmental legal compliance in the municipal area.
Liaising and working with local communities in the municipal area around
community‐based environmental management and sustainability.
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Enforcing compliance with environmental conditions imposed by the municipality on private developments (and municipal developments).
Participating in relevant working groups, committees and networks that provide a platform for learning and sharing local government experiences in environmental management and sustainable development.
Undertaking regular state of the environment and other reporting as may be stipulated by national and provincial government.
Sectors responsible for implementing this objective:
Each LMs’ Division Human Resources and Legal Services
Each LMs’ Division Community Services/ IEM
CHDM Environmental Management Unit
Key Performance Indicators:
1.A.1. Each LMs’ Community Services Department organogram reviewed and IEM
departmental requirements determined.
1.A.2. Each LM’s Community Services Department organogram amended.
1.A.3. Number of vacant environmental management posts filled and adequate
infrastructure provided, per LM.
1.A.4. Highly capacitated individuals able to conduct environmental management
related activities, per LM.
1.A.5. Environmental management to form integral part of the organisation (DM &
LMs).
1.A.6. Adequate resources injected/ mobilized for the functionality and sustainability
of the environmental management unit.
B To develop capacity within all relevant sectors in the LM institution to fulfil
scheduled environmental management functions, and to implement relevant
aspects of the IEMP.
Description:
Environmental management is by nature very integrated. The scheduled
environmental management functions as specified in the various Acts are most
effectively fulfilled by the municipal department whose functions most closely align
with the scheduled function, as opposed to having a centralised IEM function trying
to do this. For example, most municipalities allocate the responsibilities articulated
in the National Environmental Management: Waste Act, to the waste management
function within the municipality, and not the environmental management function.
While it is anticipated that most of the scheduled environmental management
functions are already being dealt with by various municipal departments within each
the LM, it is recommended that a thorough review of scheduled environmental
management functions be undertaken, that any gaps in allocated responsibilities for
fulfilling these functions are identified, and that such gaps are filled by establishing
capacity in the relevant municipal department(s) to fulfil these functions.
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Furthermore, the review should include an assessment of the capacity of the various
municipal departments that are undertaking scheduled environmental management
functions to ensure that there are sufficient human resources and an appropriate
skills set to fulfil these functions adequately. In addition to fulfilling scheduled
environmental management functions, there are a number of municipal
departments that will be required to implement relevant aspects of the IEMP. It is
therefore recommended that a capacity assessment and associated development
process is undertaken to ensure that the IEMP principles and objectives are
properly implemented by the municipal departments that need to do this.
Sectors responsible for implementing this objective:
Each LMs’ Division Human Resources and Legal Services
CHDM Environmental Management Unit
Key Performance Indicators:
1.B.1. Review of scheduled environmental management functions and allocation of
implementation responsibility, and capacity for fulfilment of these functions
completed per LM.
1.B.2. Review of capacity to implement IEM principles and objectives in all relevant
municipal departments completed per LM.
1.B.3. IEM capacity building process implemented per LM.
C LMs to develop, review and update by-laws relating to environmental
management
Description:
Each LM should develop, implement and enforce environmentally related legislation
at a local level.
This includes the development of new local by-laws to ensure that all the relevant
environmental aspects are governed within a legislative framework. The LMs also
have an executive function (including co-governance arrangements) coupled with
enforcement. This refers specifically to environmental aspects such as air quality,
land use management, water management and waste management, etc.
The lack of efficient and up-to date bylaws is identified as a problem in most of the
LMs. It is, therefore, imperative that the LMs should generate new environmental
by-laws not only to improve their own government function but also to improve co-
operative governance and integrated environmental management.
The following five draft environmental by-laws should be generated that will ensure
the administration of environmental affairs within the jurisdiction of each LM
(Wessels 2004):
• Scheduled and Offensive Trades By-laws - These by-laws provide for the control
and regulation of all scheduled trades and related activities, products, services and
facilities within each LM in order to promote sustainable development, the protection
of the environment and the health and safety of the citizens of the District. The
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Scheduled and Offensive Trades By-laws play a crucial role in the integration of
environmental by-laws in that they identify the trades that may pose significant
threats to the elements of the environment. This by-law will give the LMs the power
to prosecute and to regulate offensive traders within its jurisdictional area. If the
Scheduled and Offensive Trades By-laws are used in correlation with the other
bylaws, the environmental impacts on the environmental media will be minimised.
This is a small but crucial step in the quest for IEM and sustainable development.
• Air Quality By-laws - These by-laws reform the law regulating air quality in each
LM in order to protect and enhance the quality of air in the District. These should
provide for local norms and standards regulating air quality monitoring,
management and control, for specific air quality measures and for matters incidental
thereto.
• Biodiversity By-laws - These by-laws provide within the framework of NEMA and
NEMBA for the management, regulation and conservation of District’s biodiversity;
the protection of species and ecosystems that warrant local protection; the
sustainable use of indigenous biological resources and the fair and equitable
sharing of benefits arising from bio-prospecting of genetic material derived from
indigenous biological resources.
• Waste Management By-laws - These by-laws provide for integrated waste
management through the fundamental reform of existing by-laws relating to waste;
to repeal certain by-laws and to provide for matters connected therewith.
• Water Management By-laws - These by-laws consolidate the provisions applicable
to water services within each LM and make specific provision for every phase of
water services and for other matters incidental thereto.
Working groups for each by-law should be established to identify all the relevant
issues that should be included in the by-laws and the writing of the by-laws. Each
working group should consist of two specialists (one law specialist and one
environmental specialist), a political representative and a member of the public. The
working groups should ensure the integration of the draft environmental by-laws
with each other and the correlation and alignment of these by-laws with national
and provincial legislation.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Human Resources and Legal Services
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Water Services
Key Performance Indicators:
1. C.1 Review of existing environmental by-laws undertaken, per LM.
1. C.2. Working groups established to develop and adopt environmental by-laws,
per LM.
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1. C.3. By-laws relating to environmental management adopted by each LM
Council.
D To co-ordinate transparent reporting
Description:
CHDM and each of the LMs should seek to participate in transparent environmental
and climate reporting programmes such as Carbon Cities Climate Registry, regular
State of the Environment Reporting, and the national Green Drop and Blue Drop
Programmes.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM GIS Section
Each LMs’ Division Community Services/ IEM
Each LMs’ Section Electricity and Mechanical Maintenance
Each LMs’ Sub‐Section Waste Water Services
Key Performance Indicators:
1.D.1 Regular state of the environment reporting is undertaken.
1.D.2. Reports are locally, nationally and internationally available / circulated.
1.D.3. Number of municipal water treatment plants participating in the Blue Drop
Reporting programme (as a % of the total).
1.D.4. Number of municipal wastewater treatment plants participating in the Green
Drop Reporting programme (as a % of the total).
1.D.5. Submission of greenhouse gas emissions information to Carbon Cities
Climate Registry in terms of the required schedule of reporting.
1.D.6. Environmental management budget to feature in financial reporting/ financial
statement of the organisation.
1.D.7. GIS installation to track progress on licensing and other related activities.
7.2.2 Goal 2 – Climate Change Mitigation and Adaptation
“Address climate change through locally appropriate climate mitigation and adaptation
responses.”
Improve the district’s resilience to extreme weather and climate events by identifying
vulnerable areas that are likely to be prone to natural disasters such as floods and damaging
storms, and limit further development there. Ecosystems that provide some mitigation against
climate change effects should be protected and rehabilitated in key areas, e.g. wetlands and
grasslands.
Table 11: Goal 2 – Climate Change Mitigation and Adaptation
GOAL 2 – CLIMATE CHANGE MITIGATION AND ADAPTATION
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A To have a climate change adaptation strategy
Description:
- Climate change adaptation strategy is adopted by Council
- Implement climate change adaptation strategy
- Review and update the climate change adaptation strategy
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM Disaster Management Unit
All departments within CHDM
Each LMs’ Division Community Services/ IEM
Each LMs’ Disaster Management Unit
DEDEAT
DEA
DAFF
DRDAR
Key Performance Indicators:
2.A.1. Acknowledgement/ buy-in from political heads and technical awareness of
climate change by Council.
2.A.2 The document is adopted by Council.
2.A.3. The KPIs of the climate change adaptation strategy are met.
2.A.4. Regular review of the climate change adaptation strategy.
2.A.5. Synergies amongst spheres of government should be ensured in respect of
climate change adaptation strategies.
B To encourage LMs to develop their own climate change adaptation strategy
Description:
- Assist the LMs to develop their own climate change adaptation strategy
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Key Performance Indicators:
2.B.1. CHDM provide support to LMs in developing climate change adaptation
strategy.
2.B.2. The number of local climate change adaptation strategies approved by
Council.
2.B.3. Implementation plan to be in place to undertake activities emanating from the
climate change adaptation strategy.
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C Promote development of the Renewable Energy Sector.
Description:
Owing to the national drive to grow the renewable energy generation capacity of the
country, and the need for all municipalities to consider ways to increase local energy
security to ensure that they remain good investment destinations, the potential to
grow the local economy through renewable energy generation, and supply/
installation of renewable energy equipment needs to be optimised. The CHDM
should support and promote this through facilitating public and private sector
investment into renewable energy projects and businesses.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Section Electricity and Mechanical Maintenance
Each LMs’ Division Local Economic Development
DEA
DEDEAT Key Performance Indicators:
2.C.1. Renewable Energy Sector contribution to the local economy.
2.C.2. Number of jobs in the renewable energy sector in the municipal area.
2.C.3. Number of renewable energy projects in CHDM.
2.C.4. Number of kWh of renewable energy produced in CHDM.
2.C.5. Number of CHDM schools doing rural sustainable biogas projects.
7.2.3 Goal 3 – Water Conservation and Demand Management
“Protect and conserve the water resources and manage the demand and supply.”
The amount of water on the earth remains the same but how much is available and usable for
domestic, agricultural and industrial use in an area changes. This solely depends on how it is
managed. CHDM needs to develop a water conservation & demand management programme
Table 12: Goal 3 – Water Conservation and Demand Management
GOAL 3 – WATER CONSERVATION AND DEMAND MANAGEMENT
A To protect water resources
Description:
- As the Water Services Authority, the DM should actively participate in the Catchment Management Agencies that the district falls within, namely the Fish to Tsitsikama CMA, the Upper Orange CMA and Mzimvubu to Kieskamma CMA.
- Obtain information from DWS on existing water resources and users. - CHDM to work with DWS to enforce registration and authorisation of water
uses. - Enforce abstraction limits. - Ensure all leaks are repaired and where necessary pipes are upgraded.
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- Promote water conservation measures and water wise use Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
DWS
DEDEAT
Key Performance Indicators:
3.A.1. Participation in CMAs as a member. 3.A.2. Percentage of available resources in use. 3.A.3. Report on water availability versus water users. 3.A.4. Report on the number of leaks identified and repaired.
B To conserve storm water
Description:
- Review Storm Water Management Plans per LM. - Improve on existing storm water management plans by suggesting ways to
harness storm water runoff more effectively by channelling into the water supply catchment area.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
Key Performance Indicators:
3.B.1. Increased dam levels related to storm events.
C To harvest rain water
Description:
- Ensure that all municipal buildings have rain water harvesting systems in place.
- Incentivize rain water harvesting. - Investigate options to subsidize rain water harvesting equipment.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
Key Performance Indicators:
3.C.1. Number of households harvesting rain water. 3.C.2. Number of municipal buildings harvesting rain water.
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D Water Demand Management
Description:
- Baseline survey of water demand management infrastructure e.g. bulk and local meters.
- Upgrade bulk and localized metering infrastructure. - Enforce cost recovery on excessive consumers. - Dam construction and management to address issues of water supply. - Rehabilitation of existing dams. - Investigate borehole development.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
DWS
Key Performance Indicators:
3.D.1 Baseline survey report. 3.D.2 Budget spent on upgrades. 3.D.3. Strategy for the construction of new dams in the district. 3.D.4. Strategy for the development of boreholes.
E Promote wetland management
Description:
- Undertake baseline survey of wetlands within the district. - Map wetlands and develop a wetland management plan. - Assist LMs in wetland management. - Create awareness on the importance of wetlands.
Sectors responsible for implementing this objective:
- CHDM Environmental Management Unit - Each LMs’ Division Community Services/ IEM - Each LMs’ Division Planning - DEDEAT - DWS
Key Performance Indicators:
3.E.1. Baseline survey report. 3.E.2. Wetland management plan drafted. 3.E.3. Wetland management plans for the LMs. 3.E.4. Awareness campaign undertaken.
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7.2.4 Goal 4 – A Clean Environment
“A clean environment, where all sources of pollution that impact on ecosystem and human
health are addressed”
Sources of pollution from municipal and private infrastructure that threaten human health, or
the functionality or integrity of freshwater resources or terrestrial ecosystems must be
addressed as a priority in order to promote our constitutional right to live in a clean
environment.
Table 13: Goal 4 – A Clean Environment
GOAL 4 – A CLEAN ENVIRONMENT
A To enhance water quality management
Description:
- Review and revise water quality monitoring programmes (locations and parameters)
- Review and revise reporting procedures - Develop public disclosure and reporting policy - Develop appropriate response to pollution events - Disclosure of pollution incidents - Upgrading of dilapidated bulk water infrastructure
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM Infrastructure Services
CHDM Municipal Health Services
Each LMs’ Division Community Services/ IEM
DWS
Water Services Authority
Key Performance Indicators:
4.A.1. Surface water quality - percentage sample compliance with SABS standards/DWAF Guidelines 4.A.2. Ground water quality - percentage sample compliance with SABS standards/DWAF Guidelines 4.A.3. Number of WWTW spill incidents 4.A.4. Number of industry discharge incidents 4.A.5. Monitoring programme
B To enhance air quality management
Description:
- Develop an Air Quality Management Plan.
- Implement the Air Quality Management Plan.
- Formalise brick-makers into co-ops to enhance interaction and guidance.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM Infrastructure Services
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CHDM Municipal Health Services
DEDEAT
DEA
Key Performance Indicators:
4.B.1. Air Quality Management Plan approved by Council.
4.B.2. Air Quality Management Plan implemented.
4.B.3. Brick-makers formalised into co-ops to enhance interaction and guidance.
7.2.5 Goal 5 – Waste Management
“Effective management of municipal waste.”
Encourage district‐wide waste reduction, re‐use and recycling initiatives in order to minimise
waste disposal to landfill. Programmes and activities to educate communities regarding waste
and waste reduction should be developed. This can include clean-up campaigns.
Public-private partnerships for providing recycling services/ buy back centres should be
investigated. It is important to use locally focused programmes and projects to achieve the
3R’s of waste minimization.
Table 14: Goal 5 – Waste Management
GOAL 5 – WASTE MANAGEMENT
A Ensure the Integrated Waste Management Plans are in place
Description:
- Assist LMs with the development and implementation of their IWMPs
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM Municipal Health Services
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Services
DEDEAT
Key Performance Indicators:
5.A.1. Co-ordination and evaluation of the IWMPs
5.A.2. Number of IWMPs approved by Council.
5.A.3. Number of functioning waste management programmes in the LMs.
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B Ensure compliance and enforcement
Description:
- Ensure that all municipalities comply with the bylaws and develop systems
towards enforcing them.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM Environmental Health
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Services
Key Performance Indicators:
5.B.1. Number of audits undertaken.
5.B.2. Implementation of by-laws.
7.2.6 Goal 6 – Biodiversity Management
“Promote the District’s biodiversity”
Ecosystem services generated by the natural environment, which enhance human wellbeing,
and are directly used by people, can only be supplied if the ecosystems from which they are
derived are functional. Many of these services (including groundwater recharge, water
purification, soil fertility, soil protection, fodder, plant and animal pest control, air quality
management, recreational opportunities and bioprospecting etc.) are used locally by the
district as part of its service infrastructure, and by residents of the municipal areas. It is
therefore essential to promote biodiversity management.
Table 15: Goal 6 – Biodiversity Management
GOAL 6 – BIODIVERSITY MANAGEMENT
A Manage the alien invasive species and enhance indigenous flora
Description:
- Implement the CHDM Alien and Bush Encroaching Plant Management Strategy.
- The strategy must be in line with the new AIS regulations. - Funding is key and CHDM must investigate options for funding. - Bioprospecting should be addressed in the Biodiversity Management Plan
(Aloe and Perlagonium).
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM GIS Section
DWS
DEDEAT
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DAFF
SANBI
DEA
Key Performance Indicators:
6.A.1. Report on the monitoring and evaluation programme as per the strategy. 6.A.2. Biodiversity Management Plan developed for Bioprospecting.
B Implement land care initiatives
Description:
- Promote and encourage the concept of Community Based Natural Resource Management.
- Promote effective farming practices. - Implement measures to prevent further soil loss. - Implement a strategy to slow down the loss of vegetation cover and plant
biodiversity. - Rehabilitate key grasslands into productive units. - All strategies must be in line with key documents in biodiversity
management and the ecosystem guidelines that have been developed for SANBI.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
CHDM GIS Section
DAFF
DEDEAT
DRDAR
Key Performance Indicators:
6.B.1. DAFF extension programme initiated. 6.B.2. Strategies congruent with the ecosystem guidelines developed. 6.B.3. To see improvement in biodiversity through GIS mapping/ satellite images.
C Control illegal mining
Description:
- Promote better stakeholder engagement. - Develop a strategy with responsible sectors that will assist illegal miners to
comply with legislation. - Formalise illegal miners into co-ops to enhance interaction and guidance.
Sectors responsible for implementing this objective:
- CHDM Environmental Management Unit - Department of Mineral Resources - DEDEAT
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Key Performance Indicators:
6.C.1. Strategy drafted in collaboration with responsible sectors. 6.C.2. Number of mines assisted to comply with legislation.
D To manage and expand protected areas
Description:
- Facilitate information sharing amongst groups that manage protected areas.
- Assist with the implementation of the Eastern Cape Protected Areas Expansion Strategy.
- Partner with DEDEAT and Eastern Cape Parks and Tourism Agency (ECPTA) to formally protect priority biodiversity areas.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
DEDEAT
ECPTA
DAFF
Key Performance Indicators:
6.D.1. Effective management of protected areas. 6.D.2. Facilitate and promote protected areas expansion (stewardship forum).
E Develop Bioregional Plan
Description:
The purpose of a bioregional plan is to inform land-use planning and decision-making by a range of sectors whose policies and decisions impact on biodiversity. This is done through providing a map of biodiversity priorities with accompanying land-use planning and decision-making guidelines. Bioregional plans are intended to feed into a range of multi-sectoral planning and assessment processes such as Environmental Management Frameworks (EMFs), Spatial Development Frameworks (SDFs), Strategic Environmental Assessments (SEAs) and Environmental Impact Assessments (EIAs). The basic elements of a bioregional plan are:
- A map of critical biodiversity areas, which are terrestrial and aquatic features critical for conserving biodiversity and maintaining ecosystem functioning, and which should thus remain in their natural state.
- Accompanying land-use guidelines for avoiding loss or degradation of natural habitat in critical biodiversity areas.
Sectors responsible for implementing this objective:
- CHDM Environmental Management Unit - DEDEAT - ECPTA
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Key Performance Indicators:
6.E.1. A map of critical biodiversity areas developed. 6.E.2. Land-use guidelines drafted for avoiding loss or degradation of natural habitat in critical biodiversity areas. 6.E.3. Bioregional plan developed and gazetted.
7.2.7 Goal 7 – Environmental Awareness, Capacity Building and Stakeholder Action
“Raise awareness on environmental matters, build capacity and engage stakeholder action”
Achieving the goals set out for Integrated Environmental Management is a collective effort.
The positive contribution of all municipal residents, including businesses and industries, needs
to facilitated and promoted. Water conservation and demand management, waste
management, food and energy security, and pollution control are vital components of an
awareness campaign. Farmers, key businesses and industries have a role to play in
addressing pollution threats. It is important for CHDM to strengthen these relationships.
Table 16: Goal 7 – Environmental Awareness, Capacity Building and Stakeholder Action
GOAL 7 – ENVIRONMENTAL AWARENESS, CAPACITY BUILDING AND
STAKEHOLDER ACTION
A Conduct Awareness Campaigns
Description:
- Identify environmental challenges and opportunities faced by the LMs.
- Identify target groups.
- Identify topics for campaigns.
- Collaborate with LMs to develop locally appropriate campaigns.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
DEDEAT
DEA
Key Performance Indicators:
7.A.1. List of environmental challenges and opportunities facing each LM.
7.A.2. Stakeholder database.
7.A.3. List of topics
7.A.4 Number of campaigns conducted.
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B Observing significant environmental calendar days
Description:
- Identify environmental calendar days.
- Develop a plan for each observance.
- Implement the plan.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
DEDEAT
DEA
DAFF
DRDAR
DWS
Key Performance Indicators:
7.B.1. Number of calendar days observed.
7.B.2. Feedback report.
C Implement a recognition system to reward environmental effort
Description:
- Identify existing environmental recognitions.
- Expand the scope of the recognition system.
- Implement the recognition system.
Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Key Performance Indicators:
7.C.1. Award ceremony.
7.C.2 List of awards and recipients.
D Build capacity around the EMP
Description:
- Facilitate training programmes where officials responsible for undertaking
environmental management line functions are trained to do the work.
- These training programmes can be aligned to NQF standards.
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Sectors responsible for implementing this objective:
CHDM Environmental Management Unit
HR Department
Key Performance Indicators:
7.D.1. List of training programmes developed.
7.D.2 List of personnel trained.
8 IMPLEMENTATION PLAN
This section summarises the implementation actions that need to be undertaken in order for
the CHDM to achieve the Strategic Integrated Environmental Management Goals. These
‘actions’ are the IEMP objectives presented in the previous chapter.
Those actions that cannot be achieved within the following five-year period have not been
removed from the plan but rather indicated as long term goals that will be addressed in the
future.
The following timeframes are suggested for implementation of each objective:
Begin the project within the next 2 years.
Begin the project between 2 and 5 years from now.
Begin the project more than 5 years from now.
Begin the project in the short term and continue to implement
indefinitely.
Further to this, the following sequencing of objectives is suggested:
Begin with this project.
Begin the project only after all high priority projects have been
completed / near completion.
Begin the project only after all high and medium priority projects
have been completed / near completion.
This section also presents a summary of the roles and responsibilities of the various municipal
departments that need to respond by implementing the IEMP.
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8.1 Implementation Action Plan
The following implementation action plan has been prepared to guide the sequencing and prioritisation of objectives in this IEMP.
Table 17: Implementation Action Plan
Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
1. Good
Environmental
Governance
A. Co-ordinate the
establishment of a
dedicated environmental
management unit that
will respond to all
environmental issues
within the administrative
structures of each of the
LMs.
NA – internal budget 1.A.1. Each LMs’ Community Services Department
organogram reviewed and IEM departmental
requirements determined.
1.A.2. Each LM’s Community Services Department
organogram amended.
1.A.3. Number of vacant environmental management
posts filled and adequate infrastructure
provided, per LM.
1.A.4. Highly capacitated individuals able to conduct
environmental management related activities,
per LM.
1.A.5. Environmental management to form integral
part of the organisation (DM & LMs).
1.A.6. Adequate resources injected/ mobilized for the
functionality and sustainability of the
environmental management unit.
Each LMs’ Division Human Resources and Legal Services
Each LMs’ Division Community Services/ IEM
CHDM Environmental Management Unit
1. Good
Environmental
Governance
B. To develop capacity
within all relevant
sectors in the LM
institution to fulfil
scheduled
environmental
management functions,
and to implement
relevant aspects of the
IEMP.
6 workshops (providing direct
intervention per LM).
R15,000.00 per workshop.
R90,000.00 per annum
Accredited training for
Managers responsible for
Community Services Unit.
R10,000.00 per accredited
training.
Basic training – includes MM,
Portfolio head responsible for
Community Services
(catering per LM):
R10,000.00 x 6 =
R60,000.00
1.B.1. Review of scheduled environmental
management functions and allocation of
implementation responsibility, and capacity for
fulfilment of these functions completed per LM.
1.B.2. Review of capacity to implement IEM
principles and objectives in all relevant
municipal departments completed per LM.
1.B.3. IEM capacity building process implemented
per LM.
Each LMs’ Division Human Resources and Legal Services
CHDM Environmental Management Unit
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Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
1. Good
Environmental
Governance
C. LMs to develop,
review and update by-
laws relating to
environmental
management
R10,000.00 (auditing of
existing bylaws)
R1,000,000.00/ year
(workshops of working
groups and gazetting)
1.C.1. Review of existing by-laws undertaken, per
LM.
1.C.2. Working groups established to draft by-laws,
per LM.
1.C.3. By-laws relating to environmental
management adopted by each LM Council.
CHDM Environmental Management Unit
Each LMs’ Division Human Resources and Legal Services
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Water Services
1. Good
Environmental
Governance
D. To co-ordinate
transparent reporting
NA – internal budget 1.D.1. Regular state of the environment reporting is
undertaken.
1.D.2. Reports are locally, nationally and
internationally available / circulated.
1.D.3. Number of municipal water treatment plants
participating in the Blue Drop Reporting
programme (as a % of the total).
1.D.4. Number of municipal wastewater treatment
plants participating in the Green Drop
Reporting programme (as a % of the total).
1.D.5. Submission of greenhouse gas emissions
information to Carbon Cities Climate Registry
in terms of the required schedule of reporting.
1.D.6. Environmental management budget to feature
in financial reporting/ financial statement of
the organisation.
1.D.7. GIS installation to track progress on licensing
and other related activities.
CHDM Environmental Management Unit
CHDM GIS Section
Each LMs’ Division Community Services/ IEM
Each LMs’ Section Electricity and Mechanical Maintenance
Each LMs’ Sub‐Section Waste Water Services
2. Climate Change
Mitigation and
Adaptation
A. To have a climate
change adaptation
strategy
R10,000,000.00/ year 2.A.1. Acknowledgement/ buy-in from political heads
and technical awareness of climate change by
Council.
2.A.2. The document is adopted by Council.
2.A.3. The KPIs of the climate change adaptation
strategy are met.
2.A.4. Regular review of the climate change
adaptation strategy.
2.A.5. Synergies amongst spheres of government
should be ensured in respect of climate
change adaptation strategies.
CHDM Environmental Management Unit
CHDM Disaster Management Unit
All departments within CHDM
Each LMs’ Division Community Services/ IEM
Each LMs’ Disaster Management Unit
DEDEAT
DEA
DAFF
DRDAR
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Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
2. Climate Change
Mitigation and
Adaptation
B. To encourage LMs to
develop their own
climate change
adaptation strategy
NA – internal budget 2.B.1. CHDM provide support to LMs in developing
climate change adaptation strategy.
2.B.2. The number of local climate change
adaptation strategies approved by Council.
2.B.3. Implementation plan to be in place to
undertake activities emanating from the
climate change adaptation strategy.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
2. Climate Change
Mitigation and
Adaptation
C. Promote
development of the
Renewable Energy
Sector.
(Part of R10,000,000.00/
year above of the Climate
Change Adaptation Strategy)
2.C.1. Renewable Energy Sector contribution to the
local economy.
2.C.2. Number of jobs in the renewable energy
sector in the municipal area.
2.C.3. Number of renewable energy projects in
CHDM.
2.C.4. Number of kWh of renewable energy
produced in CHDM.
2.C.5. Number of schools in CHDM doing rural
sustainable biogas projects.
CHDM Environmental Management Unit
Each LMs’ Section Electricity and Mechanical Maintenance
Each LMs’ Division Local Economic Development
DEA
DEDEAT
3. Water
Conservation and
Demand
Management
A. To protect water
resources
NA – internal budget Co-ordinating function.
3.A.1. Participation in CMAs as a member. 3.A.2. Percentage of available resources in use. 3.A.3. Report on water availability versus water
users. 3.A.4. Report on the number of leaks identified and
repaired.
CHDM Environmental Management Unit
DWS
DEDEAT
3. Water
Conservation and
Demand
Management
B. To conserve storm
water
NA – internal budget Water Services Function. EMU to co-ordinate with Water Services.
3.B.1. Increased dam levels related to storm events.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
3. Water
Conservation and
Demand
Management
C. To harvest rain water NA – internal budget Human Settlement function. EMU to undertake awareness campaigns per LM on the importance of rain water harvesting. 6x R30,000.00 = R180,000.00
3.C.1. Number of households harvesting rain water.
3.C.2. Number of municipal buildings harvesting rain water.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
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Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
3. Water
Conservation and
Demand
Management
D. Water demand
management
NA – internal budget Technical Services Function Technical Services usually budgets R265 million but only received R68 million for operations and maintenance.
3.D.1. Baseline survey report. 3.D.2. Budget spent on upgrades. 3.D.3. Strategy for the construction of new dams
in the district. 3.D.4. Strategy for the development of boreholes
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Technical Services
3. Water
Conservation and
Demand
Management
E. Promote wetland
management R200,000.00 (Wetland Management Plan) R50,000.00 (GIS to get shapefiles from DEDEAT).
3.E.1. Baseline survey report. 3.E.2. Wetland management plan drafted. 3.E.3. Wetland management plans for the LMs. 3.E.4. Awareness campaign undertaken.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
Each LMs’ Division Planning
DEDEAT
DWS
4. A clean
environment
A. Enhance water
quality monitoring
NA – internal budget Linked to Technical Services Municipal Health Services budget R2.5 million for monitoring.
4.A.1. Surface water quality - percentage sample compliance with SABS standards/DWAF Guidelines.
4.A.2. Ground water quality - percentage sample compliance with SABS standards/DWAF Guidelines.
4.A.3. Number of WWTW spill incidents. 4.A.4. Number of industry discharge incidents. 4.A.5. Monitoring programme.
CHDM Environmental Management Unit
CHDM Infrastructure Services
CHDM Municipal Health Services
Each LMs’ Division Community Services/ IEM
DWS
Water Services Authority
4. A clean
environment
B. Enhance air quality
monitoring
R400,000.00 (Development
of an Air Quality
Management Plan).
4.B.1. Air Quality Management Plan approved by
Council.
4.B.2. Air Quality Management Plan implemented.
4.B.3. Brick-makers formalised into co-ops to
enhance interaction and guidance.
CHDM Environmental Management Unit
CHDM Infrastructure Services
CHDM Municipal Health Services
DEDEAT
DEA
5. Waste
management
A. Ensure Integrated
Waste Management
Plans are in place
Co-ordinating function.
R50,000.00/ year
(Environment and Climate
Change Forum – every 3
months).
Funded IWMPs for 3 LMs
previously (R800,000.00).
R300,000.00 for Engcobo.
5.A.1. Co-ordinating and evaluation of the IWMPS.
5.A.2. Number of IWMPs approved by Council.
5.A.3. Number of functioning waste management
programmes in the LMs.
CHDM Environmental Management Unit
CHDM Municipal Health Services
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Services
DEDEAT
5. Waste
management
B. Ensure compliance
and enforcement.
NA – internal budget Develop template for the LMs
to use for reporting
5.B.1. Number of audits undertaken.
5.B.2. Number of compliance notices issued by the
Competent Authorities.
CHDM Environmental Management Unit
CHDM Environmental Health
Each LMs’ Division Community Services/ IEM
Each LMs’ Sub‐Section Waste Services
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Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
6. Biodiversity
management
A. Manage alien
invasive plant species
and enhance indigenous
flora.
R2,000,000.00/ year for
labour intensive clearing.
6.A.1. Report on the monitoring and evaluation
programme as per the strategy.
6.A.2. Biodiversity Management Plan developed for
Bioprospecting.
CHDM Environmental Management Unit
CHDM GIS Section
DWS
DEDEAT
DAFF
SANBI
DEA
6. Biodiversity
management
B. Initiate land care
management initiatives
R20,000,000.00
EPIP grant
6.B.1. DAFF extension programme initiated.
6.B.2. Strategies congruent with the ecosystem
guidelines developed.
6.B.3. To see improvement in biodiversity through
GIS mapping/ satellite images.
CHDM Environmental Management Unit
CHDM GIS Section
DAFF
DEDEAT
DRDAR
6. Biodiversity
management
C. Control illegal mining 6.C.1. Strategy drafted in collaboration with
responsible sectors.
6.C.2. Number of mines assisted to comply with
legislation.
CHDM Environmental Management Unit
Department of Mineral Resources
DEDEAT
6. Biodiversity
management
D. To manage and
expand protected areas
NA – internal budget Co-ordinating function.
6.D.1. Effective management of protected areas.
6.D.2. Facilitate and promote protected areas
expansion (stewardship forum).
CHDM Environmental Management Unit
DEDEAT
Eastern Cape Parks and Tourism Agency
DAFF
6. Biodiversity
management
E. Develop Bioregional
Plan
R100,000.00
More funding can be
requested from DEDEAT.
6.E.1. A map of critical biodiversity areas developed.
6.E.2. Land-use guidelines drafted for avoiding loss
or degradation of natural habitat in critical
biodiversity areas.
6.E.3. Bioregional plan developed and gazetted.
CHDM Environmental Management Unit
DEDEAT
ECPTA
7. Environmental
awareness,
capacity building
and stakeholder
action
A. Conduct awareness
campaigns
R10,000.00 per awareness
campaign = R80,000.00 per
year (2 per quarter).
7.A.1. List of environmental challenges and
opportunities facing each LM.
7.A.2. Stakeholder database.
7.A.3. List of topics.
7.A.4. Number of campaigns conducted.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
DEDEAT
DEA
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Goals Objectives (Actions) Indicative Budget KPIs Responsible Departments Implementation
Timeframe
Prioritisation
7. Environmental
awareness,
capacity building
and stakeholder
action
B. Observing significant
environmental calendar
days.
R500,000.00
Wetlands Day,
Clean-up and Recycling Day,
Environmental Day, and
Arbour Day.
7.B.1. Number of calendar days observed.
7.B.2. Feedback report.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
DEDEAT
DEA
DAFF
DRDAR
DWS
7. Environmental
awareness,
capacity building
and stakeholder
action
C. Implement a
recognition system to
reward environmental
effort.
Regional Environmental
Awards with DEDEAT.
R50,000.00 (Catering for
schools).
7.C.1. Award ceremony.
7.C.2. List of awards and recipients.
CHDM Environmental Management Unit
Each LMs’ Division Community Services/ IEM
DEDEAT
7. Environmental
awareness,
capacity building
and stakeholder
action
D. Build capacity around
the EMP
Refer to Goal 1B. 7.D.1. List of training programmes developed.
7.D.2 List of personnel trained.
CHDM Environmental Management Unit
HR Department
Chris Hani District Municipality- EMP Report
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9 CONCLUSIONS
Seven goals have been identified around the following issues:
Good environmental governance.
Climate change.
A water conservation & demand management programme.
A clean environment.
Waste management.
Biodiversity management.
Environmental awareness, capacity building and stakeholder action.
An implementation plan is included that provides actions that need to be undertaken in order
for the CHDM to achieve the Strategic Integrated Environmental Management Goals.
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