DRAFT - KZN PPC
KWAZULU-NATALPROVINCIAL PLANNING COMMISSIONDRAFTPROVINCIAL GROWTH ANDDEVELOPMENT STRATEGY2021Version: for consultation19-11-20
Table of ContentsFOREWORD BY THE PREMIER OF KZN .4ABBREVIATIONS .4EXECUTIVE SUMMARY .7ACKNOWLEDGEMENTS .121INTRODUCTION AND APPROACH .122STRATEGIC ANALYSIS .223KWAZULU-NATAL VISION, MISSION AND STRATEGIC PRIORITIES .49Draft KZN PGDS 2021 Version for Consultation2Growing KwaZulu-Natal Together
4PROVINCIAL SPATIAL DEVELOPMENT FRAMEWORK (PSDF) .1565CATALYTIC PROJECTS AS KEY TO SUCCESSFUL IMPLEMENTATION OFTHE STRATEGY .1686INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION .1697MONITORING AND EVALUATION.171Draft KZN PGDS 2021 Version for Consultation3Growing KwaZulu-Natal Together
Foreword by the Premier of KZNPremier of the Province of KZNAbbreviations4IR4th Industrial RevolutionAPRMAfrican Peer Review MechanismAIDSAcquired Immunodeficiency SyndromeARTAntiretroviral TherapyAWGAction Working GroupsBPSPCsBroad Provincial Spatial Planning CategoriesBR&EBusiness Retention and ExpansionCETCommunity Education and TrainingCFRCentral Forest ReserveCWPCommunity Work ProgrammeDDADistrict Development AgencyDDMDistrict Development ModelDPMEDepartment of Planning, Monitoring and EvaluationDSDDepartment of Social DevelopmentEPWPExpanded Public Works ProgrammeESIEIDEconomic Sectors, Investment, Employment and Infrastructure DevelopmentFFCFinance and Fiscal CommissionGDPGross Domestic ProductGSCIDGovernance, State Capacity and Institutional DevelopmentGVAGross Value AddGVCglobal value chainHIVHuman Immunodeficiency VirusICTInformation, Communication and TechnologyIDZIntegrated Development ZoneIDPIntegrated Development PlanJCPSJustice, Crime Prevention and SecurityKSIAKing Shaka International AirportKZNKwaZulu-NatalLUMSland use management systemsMDGsMillennium Development GoalsMECsMembers of the Executive CouncilMTSFMedium Term Strategic FrameworkNDPNational Development PlanNEPADNew Partnership for Africa’s DevelopmentNFEPANational Freshwater Ecosystem Priority AreaDraft KZN PGDS 2021 Version for Consultation4Growing KwaZulu-Natal Together
NGOsnon-governmental organisationsNSDFNational Spatial Development FrameworkNSSD1National Strategy for Sustainable DevelopmentOSSOperation Sukuma SakhePDIpreviously disadvantaged individualPPCProvincial Coastal CommitteePGDPProvincial Growth and Development PlanPGDSProvincial Growth and Development StrategyPICCPresidential Infrastructure Coordinating CommissionPICWGProvincial Infrastructure Coordination Work GroupPPCProvincial Planning CommissionPSDFProvincial Spatial Development FrameworkRASETRadical Agrarian Socio-Economic TransformationRDPReconstruction and Development ProgrammeSDFSpatial Development FrameworkSDGsSustainable Development GoalsSETASector Education and Training AuthoritySEZSpecial Economic ZoneSIASScreening, Identification, Assessment and SupportSIPStrategic Integrated ProjectSMMEsmall, medium and micro enterpriseSOEState-owned EnterpriseSOPAState of the Province AddressSPCHDSocial Protection, Community and Human DevelopmentSPLUMASpatial Planning and Land Use Management ActStats SAStatistics South AfricaSWSAStrategic Water Resource AreaTBTuberculosisTVETTechnical and Vocational Education and TrainingUIFUnemployment Insurance FundUSAUnited States of AmericaWTOWorld Trade OrganisationDraft KZN PGDS 2021 Version for Consultation5Growing KwaZulu-Natal Together
DISCLAIMERSTo the best of the knowledge of the KwaZulu-Natal Provincial Planning Commission, theinformation and data contained herein is accurate and is provided for information sharing anddiscussion purposes only. The KwaZulu-Natal Provincial Planning Commission is not liablefor any improper or incorrect use of the information and assumes no responsibility for the useof the information.The KwaZulu-Natal Provincial Planning Commission fully reserves its rights not to proceedin respect of any issue under consideration and to alter any view expressed.Unless the contrary is expressly stated, the information and data do not create, and may notbe construed as creating, an expectation of any nature whatsoever regarding the way forwardrelative to the issue under consideration. The basis upon which to proceed relative to thesubject matter of this document or presentation, or not to proceed, as the case may be, willbe further developed outside the ambit of this document or presentation and submitted fordue consideration and resolution to the relevant legally authorised person or body.Information from pertinent government (such as the MTSF) and provincial documents (suchas the 2016 PGDS and PGDP) are used in the document. Sources external to governmentdocuments have been referenced.Draft for discussion and consultationDraft KZN PGDS 2021 Version for Consultation6Growing KwaZulu-Natal Together
Executive SummaryWhen the first Provincial Growth and Development Strategy (PGDS) was developedand adopted in 2011, all growth and development partners and stakeholders in theProvince of KwaZulu-Natal (KZN) unanimously agreed that that the growth anddevelopment of this Province will at all times be guided and directed by a long-termVision and Strategy. It was agreed that since the growth and development of thisProvince is the collective responsibility of government, business, labour and civilsociety that there should be a collective Vision and Strategy to ensure that allpartners and stakeholders are clear about where this Province is heading to andhow it intends to get there.The approach followed with the Review of this version, the 2021 PGDS, was one offirstly, acknowledging that the Province has been actively pursuing theimplementation of a PGDS, fully aligned to the National Development Plan (NDP),since 2011. This Strategy Review, therefore, does not disregard what was donesince 2011, but recognises that the implementation of this Strategy remains work inprogress. It also acknowledges that as much as Strategy is critical to determinepriority actions and to provide direction for integrated and coordinated action, it alsohas to provide clear direction for transitioning from planning to implementation.It is important and essential for a provincial policy document, such as the PGDS, tobe reflective of and aligned to international and national policy imperatives. It is forthis reason that this Review of the 2021 PGDS was initiated by a detailed policy scanto identify significant policy shifts which may have occurred since the last review in2016. Thus, this version of the PGDS responds directly to inter alia policy directivescaptured in the:1)2)3)4)5)6)7)8)9)United Nations Sustainable Development Goals (SDGs);African Unity Programme Goals 2063;NDP;2019 - 2024 Medium Term Strategic Framework (MTSF);Eight Provincial Priorities as announced by the leadership of the SixthAdministration;Spatial Planning and Land Use Management (SPLUMA) Principles;KZN Radical Socio-Economic Transformation Programme;Operation Sukuma Sakhe (OSS) Principles; andThe District Development Model (DDM) as a new approach to district levelintegration.The introductory observations and policy context are dealt with in Chapter 1 of thisPGDSThe Review in this 2021 PGDS was further guided by a high-level situational orstrategic analysis of where it is that the Province currently finds itself, which waspredominantly informed by recent studies and empirical reports on the successesand failures in the implementation of the Provincial Strategy adopted in 2011 andrefined in 2016, as well as perception surveys done to determine the priority areasor issues the citizens of this Province expects a reviewed strategy to address. Thesituational analysis underpinning this strategy review can, therefore, be found in:Draft KZN PGDS 2021 Version for Consultation7Growing KwaZulu-Natal Together
1) The National 25 Year Review;2) The Statistics South Africa (Stats SA) 2015 and 2018 Citizen SatisfactionSurveys3) The 2014 - 2019 Provincial Performance Review4) The 2020 KZN Socio-Economic Overview5) A high-level analysis of the impact of COVID-196) Consultation input and comments from development partners7) High-level status quo based on a Sustainability Matrix focusing on the followinglandscapes as they pertain to the Province:a) Environmental Resilience;b) Human Development and Social Capital;c) Economic Development;d) Infrastructure;e) Spatial Development; andf) Governance.The strategic situational analysis underpinning this version of the PGDS isoutlined in Chapter 2Based on an assessment of the current policy environment and the strategic analysisof the provincial status quo, as well as a deep understanding that the Province ofKZN is part of a bigger and overarching National growth and development process,as reflected in the National Development Plan (NDP), there has been absoluteconsensus on the need to ensure that the Provincial long-term Vision and Strategyof the Province must at all times be fully aligned with the National Vision andStrategy.Noting that the National Vision and Strategy, as expressed in the NDP has not beenamended or adjusted since adoption in 2011, as well as the fact that the long-term(20 year) Vision for the Province adopted in 2011 and slightly refined in 2016 is stillas relevant when it was first adopted, the Vision guiding the Review of this 2021Version of the PGDS remains:“KwaZulu-Natal will be a prosperous Provincewith a healthy, secure and skilled population,living in dignity and harmony,acting as a gateway to Africa and the World.”Draft KZN PGDS 2021 Version for Consultation8Growing KwaZulu-Natal Together
The Mission Statement supporting this Vision is has been slightly revised from earlierversions to capture new policy imperatives, as well as key findings of the situationalanalysis and is as follows:KwaZulu-Natal is striving to be a Province that has: Maximised its position as a gateway to South and Southern Africa, as well as itshuman and natural resources, to create a safe, healthy, dignified and sustainableliving environment; Radically transformed its socio-economic landscape, eradicated abject poverty,inequality, unemployment and the burden of disease, basic services have reachedall of its people, domestic and foreign investors are attracted to our world classinfrastructure and a skilled labour force; and Delivered an environment where people have healthy and sustainable options onwhere and how they opt to live, work and play, where the principle of puttingpeople first, living together in dignity and harmony, and where leadership,partnership and prosperity in action, has become a normal way of life.Based on the current policy priorities and findings of the strategic analysis, it wasfound prudent and in the best interest of alignment, coordination and integration toadjust the framework of this reviewed PGDS to reflect the seven priorities aspronounced in the 2019 -2024 MTSF. The former 7 PGDS Strategic Goals havebeen translated and transformed into seven new MTSF priorities.Table 1 : Alignment of PGDS 2016 to National PrioritiesNATIONAL PRIORITYPriority 1: A capable, ethical and developmental statePriority 2: Economic transformation and job creationPGDS 2016 GOALGoal 6 – Policy and GovernanceGoal 1 – Inclusive Economic GrowthGoal 4 – Strategic InfrastructurePriority 3: Education, skills and healthGoal 2 – Human Resource DevelopmentGoal 3 – Community DevelopmentPriority 4: Consolidating social wage through reliable and quality basic Goal 3 – Community DevelopmentservicesGoal 4 – Strategic InfrastructureGoal 7 – Spatial EquityPriority 5: Spatial integration, human settlements and local government Goal 1 – Inclusive Economic GrowthGoal 3 – Community DevelopmentGoal 4 – Strategic InfrastructureGoal 7 – Spatial EquityPriority 6: Social cohesion and safe communitiesGoal 3 – Community DevelopmentPriority 7: Better Africa and worldGoal 1 – Inclusive Economic GrowthGoal 6 – Policy and GovernanceCross-cutting prioritiesGoal 1 – Inclusive Economic GrowthYouthGoal 2 – Human Resource DevelopmentWomenGoal 3 – Community DevelopmentPeople with DisabilitiesDraft KZN PGDS 2021 Version for Consultation9Growing KwaZulu-Natal Together
The new structure of the PGDS is therefore premised on the structure of the MTSF,focusing on the:1)2)3)4)5)Seven MTSF Priorities;Impact Statements;Outcomes;Interventions; andIndicators.As much as all seven MTSF priorities and Impact Statements are entirely relevantto Provincial level strategies, there are some outcomes, interventions and indicatorsthat are, based on Constitutional mandates, powers and functions, only applicableto the National sphere of governance. This reviewed PGDS is therefore not a directcopy of the MTSF, but represents a “provincialised” MTSF, which has beenaugmented by the inclusion of provincial specific imperatives and drawn frommatters which have not been concluded from earlier versions of the PGDS and whichare still deemed as critical issues to be pursued in this Reviewed Strategy. Otherprovincial specific matters have been sourced from stakeholder engagements andmatters raised in the situational analysis. It would therefore be fair to conclude thatthis 2021 Reviewed PGDS is a blend of national and provincial strategic priorities,captured in a format which fully resembles the MTSF framework and thereforefacilitates ease of alignment, coordination and integration.Pursuing the Impact Statements of the seven new Provincial Growth andDevelopment Plan (PGDP) Priorities and achieving the stated Outcomes in this 2021KZN PGDS will require strong collaboration and partnership among various socialpartners, in particular, business, organised labour, civil society and the differentspheres of government and State-owned Enterprises (SOEs) under the leadership ofthe KZN Government.The 2021 PGDS will provide a firm basis for the development of annual PGDPs asthe implementation framework for the strategy. As the Province’s institutionalisedplatform for the review and development of the 2021 PGDS, the PGDS TechnicalCommittee will steer the implementation of these interventions in dialogue with therelevant supporting partners to ensure that the strategic impacts and outcomes areachieved through improved alignment, coordination, partnerships and goodgovernance. The PGDP implementation framework encompassing the monitoring,evaluation, reporting and reviewing components, brings together the proposed keyindicators, targets and interventions needed to achieve the strategic impactsidentified in the 2021 PGDS. The Technical Committee, and the Provincial NerveCentre based in the Office of the Premier, will formulate, capture and evaluate a widerange of data to assess the effectiveness of the provincial government departmentsand entities that will be responsible for implementing many of the strategies andinterventions of the PGDS. Similarly, the KZN Provincial Planning Commission (PPC)is expected to play a leading role in monitoring and facilitating alignment in theplanning and execution of development strategies across a wide range ofstakeholders, but in particular with regard to the alignment of the three spheres ofgovernment in the Province. The 2021 KZN PGDS sets out a growth anddevelopment strategy for the Province to 2040 and hence inherently requires periodicreview to ensure that the strategy remains relevant and that progress towardsDraft KZN PGDS 2021 Version for Consultation10Growing KwaZulu-Natal Together
achieving its goals and objectives is monitored and evaluated. This is illustrated inthe figure below.Figure 1 : PGDS Review CycleFor the 2021 KZN PGDS to deliver on shared growth and integrated, sustainabledevelopment through its interventions, all spheres of government must commit to thefollowing:a) The incorporation of the strategic priorities, impacts and outcomes in theirpriorities and programmes;b) Effective participation in the institutional implementation framework;c) The implementation of catalytic projects and interventions;d) The provision and allocation of the required support and resources; ande) The reporting of progress.Draft KZN PGDS 2021 Version for Consultation11Growing KwaZulu-Natal Together
AcknowledgementsChairperson of the Provincial Planning Commission1Introduction and ApproachIntroductionKwaZulu-Natal (KZN), home to 11.3 million people and fondly known as the Kingdomof the Zulu, lies on the eastern seaboard of South Africa and benefits both from thewarm Indian Ocean to the east and the escarpment of the Drakensberg in the west.With its rich cultural history, KZN presents a host of wonderful strengths andopportunities but unfortunately also faces serious challenges.KZN stands out as the South African Province that has undergone remarkabletransformation since 1994. The Province is perceived as a place of opportunity,striving for prosperity. It is rich in natural attributes, from its favourable weatherconditions, to its great natural tourism assets such as the warm coastline, theDrakensberg mountain range and world-class game reserve areas. The Province asa place with a rich and unique history, also has important historical assets.The Province has also built on its natural status as the trade gateway of southernAfrica, based on the fact that the port of Durban is the busiest container port andRichards Bay is the biggest bulk cargo port in Africa. Enormous capital investmentsin these ports and related infrastructure have been unlocked to enhance thecompetitive and comparative advantage of the region. Between these two seaportsthe Province has also established the Dube Trade Port as an air logistics platform topromote access to global trade and tourist nodes. This opens the way to attractincreasing numbers of foreign tourists to fly directly to the Province using the KingShaka International Airport (KSIA), but more importantly, it opens up newopportunities for the production and export of high-value perishable products andmanufactured goods.The Dube Trade Port and the Richards Bay Integrated Development Zone (IDZ) havebeen designated as Special Economic Zones (SEZs), providing incentives to attractpotential investors to the Province. These zones are linked to a number of agri-parksand industrial economic hubs which are being established to offer strong productionlinkages as well as clustering potential.Whilst these attributes offer new tremendous opportunities; serious social challengesare still being experienced in KZN, which necessitates close monitoring of socialintervention strategies within the Province. The main challenge is to devise peoplecentred strategies to ensure growth and development that advances a sustainabletransformative agenda while also curbing historically derived social and spatialdisparities.A closer analysis, not only of social issues, but also of the institutional andgovernance framework, indicates a need for “doing development” differently – toinfuse social elements into the notion of growth and development in the Province.This requires thorough planning and development skills to effect projects that areDraft KZN PGDS 2021 Version for Consultation12Growing KwaZulu-Natal Together
strategic and impact-oriented, focusing on equitable provision and the logistics ofcoverage. Issues of quality of services and infrastructure to different social groupsremain a challenge
Draft KZN PGDS 2021 Version for Consultation 7 Growing KwaZulu-Natal Together Executive Summary When the first Provincial Growth and Development Strategy (PGDS) was developed and adopted in 2011, all growth and development partners and stakeholders in the Province of KwaZulu-Natal (
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