2014/15 Alfred Nzo District Municipality Integrated Development Plan Page 0 of 124 Table of Contents EXECUTIVE MAYOR’S FOREWORD 5 MUNICIPAL MANAGER’S PERSPECTIVE 6 EXECUTIVE SUMMARY 7 STRUCTURE OF THE DOCUMENT 7 CHAPTER 1: INTRODUCTION AND BACKGROUND 8 1.1. INTRODUCTION 8 1.2. THE LEGISLATIVE FRAMEWORK AND MANDATE INFORMING THE PLANNING PROCESS 8 1.2.1. CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, ACT 108 OF 1996 8 1.2.2. MUNICIPAL SYSTEMS ACT, NO 32 OF 2000 9 1.2.3. MUNICIPAL STRUCTURES ACT, NO 117 OF 1998 9 1.2.4. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA), NO 56 OF 2003 10 1.2.5. LOCAL GOVERNMENT: MUNICIPAL PLANNING AND PERFORMANCE MANAGEMENT REGULATIONS, 2001 10 1.2.6. DISASTER MANAGEMENT ACT, NO 57 OF 2002 10 1.3. POLICY DIRECTIVES AND MANDATES INFORMING IMPLEMENTATION 11 1.3.1. NATIONAL DEVELOPMENT PLAN (NDP) 11 1.3.2. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME (CRDP) 11 1.3.3. COMPREHENSIVE PLAN FOR THE DEVELOPMENT OF SUSTAINABLE HUMAN SETTLEMENTS 11 1.3.4. PROVINCIAL SPATIAL DEVELOPMENT PLAN (PSDP) 12 1.3.5. PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP) 12 1.3.6. POWERS AND FUNCTIONS OF THE MUNICIPALITY 12 1.3.7. OVERVIEW OF THE IDP FRAMEWORK AND PROCESS PLAN FOR 2014/15 13 1.3.8. CONSIDERATION OF MEC’S (DLGTA) COMMENTS FOR IDP REVIEW 2013 / 14. 14 1.4. OTHER NEW APPROACHES BY GOVERNEMENT 15 1.4.1. OUTCOME BASED APPROACH 15 1.4.2 NEW GROWTH PATH 17 1.4.3. EASTERN CAPE RURAL DEVELOPMENT STRATEGY (RDS) 17 CHAPTER 2: MUNICIPAL PROFILE & SITUATIONAL ANALYSIS 18 2.1. INTRODUCTION 18 2.2. GEOGRAPHIC LOCATION AND SIZE 18 2.3. POPULATION SIZE AND DISTRIBUTION 19 2.3.1. POPULATION SIZE AND DENSITY 19 2.3.2. GENDER DISTRIBUTION 20 2.3.2. AGE DISTRIBUTION 21 2.3.3. RACIAL DISTRIBUTION 21 2.4. SOCIO-ECONOMIC ANALYSIS 22 2.4.1. ECONOMIC SECTORS AND THEIR PERFORMANCE 22 2.4.2. INCOME LEVELS 22 2.4.3. POVERTY LEVELS 22 2.4.4. EMPLOYMENT LEVELS AND TRENDS 23 2.4.5. DEPENDENCY ON SOCIAL GRANTS 24 2.4.6. EDUCATION 24 2.4.7. HEALTH 25 2.4.8. HIV /AIDS 26 Page 1 of 124 2.4.9. SAFETY AND SECURITY 26 2.5. SPATIAL ANALYSIS 27 2.5.1. HOUSEHOLDS 27 2.5.2. SETTLEMENT PATTERNS 27 2.5.3. TENURE AND LAND OWNERSHIP 27 2.5.4. LAND DEVELOPMENT ADMINISTRATION 28 2.5.5. HOUSING DEVELOPMENT 28 2.6. BIOPHYSICAL ENVIRONMENTAL ANALYSIS 29 2.6.1. TOPOGRAPHY 29 2.6.2. CLIMATE 29 2.6.3. GEOLOGY AND SOILS 29 2.6.4. ENVIRONMENTAL SITUATION 30 2.6.5. BIODIVERSITY 31 2.7. INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY 32 2.7.1. INFRASTRUCTURAL SERVICES 32 2.7.2. COMMUNITY SERVICES AND FACILITIES 36 2.8. ECONOMIC DEVELOPMENT ANALYSIS 38 2.8.1. LOCAL ECONOMY 38 2.8.2. ECONOMIC SECTORS 38 2.9. INSTITUTIONAL ANALYSIS 44 2.9.1. ORGANOGRAM 44 2.9.2. EMPLOYMENT EQUITY 46 2.9.3. SKILLS DEVELOPMENT 46 2.9.4. PERFORMANCE MANAGEMENT SYSTEM (PMS) 47 2.9.5. POLICIES 47 2.10. FINANCIAL VIABILITY 48 2.10.1. BUDGET 48 2.10.2. INCOME ALLOCATIONS AND SOURCES 48 2.10.3. BILLING AND PAYMENT OF RATES 48 2.10.4. PROVISION OF FREE BASIC SERVICES 49 2.11. GOVERNANCE ANALYSIS 49 2.11.1. POLITICAL STRUCTURE 49 2.11.2. INTERGOVERNMENTAL RELATIONS (IGR) 50 2.11.3. PARTNERSHIPS AND STRATEGIC RELATIONSHIPS 50 2.11.4. PUBLIC (COMMUNITY) PARTICIPATION AND COMMUNICATION 50 2.11.5. INSTITUTIONAL GUIDELINES 51 2.11.6. IDENTIFICATION OF THE KEY ISSUES 51 2.11.7. PRIORITY ISSUES 51 2.12. CONCLUSION 52 CHAPTER 3: VISION, MISSION STATEMENT & STRATEGIC OBJECTIVES 53 3.1. INTRODUCTION 53 3.2. VISION 2017 53 3.3. MISSION STATEMENT 53 3.4. STRATEGIC GOALS 54 3.5. STRATEGIC OBJECTIVES AND STRATEGIES 55 CHAPTER 4 PROGRAMMES / PROJECTS FOR MUNICIPAL IMPLEMENTATION 62 4.1. INFRASTRUCTURE DEVELOPMENT & MUNICIPAL SERVICES 62 4.1.1. WATER SERVICES AUTHORITY (WSA) 62 4.1.1. PROJECT MANAGEMENT UNIT (PMU) 65 4.1.3. WATER SERVICES PROVISION (WSP) 67 4.1.4. EXPANDED PUBLIC WORKS PROGRAMME (EPWP) 68 Page 2 of 124 4.2. CORPORATE SERVICES 70 4.2.1. HUMAN RESOURCES MANAGEMENT 70 4.2.2. ADMINISTRATION SUPPORT 70 4.2.3. LEGAL SERVICES 70 4.2.4. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) 71 4 .3. BUDGET AND TREASURY 72 4.4. COMMUNITY DEVELOPMENT SERVICES 74 4.4.1. DISASTER MANAGEMENT 74 4.4.2. FIRE AND RESCUE 75 4.4.3. MUNICIPAL HEALTH 75 4.4.4. ISD & CUSTOMER CARE 76 4.4.5. SPORTS, ARTS, CULTURE, RECREATION, HERITAGE AND MUSEUMS 76 4.4.6. THUSONG CENTRE 77 4.5. OFFICE OF THE MUNICIPAL MANAGER 77 4.5.1. COMMUNICATIONS 77 4.5.2. IGR AND INTERNATIONAL RELATIONS (IGIR) 78 4.5.3. INTERNAL AUDIT 78 4.5.4. RISK MANAGEMENT UNIT 79 4.5.5. SPECIAL PROGRAMMES UNIT 79 4.5.6. PUBLIC PARTICIPATION UNIT 79 4.5.7. CHIEF WHIP’S OFFICE 80 4 .6. ECONOMIC DEVELOPMENT & PLANNING 81 4.6.1. LOCAL ECONOMIC DEVELOPMENT 81 4.6.2. ALFRED NZO DEVELOPMENT AGENCY 81 4.6.3. DEVELOPMENT PLANNING 82 CHAPTER 5 HIGH LEVEL SPATIAL DEVELOPMENT FRAMEWORK (SDF) 83 5.1. EXECUTIVE SUMMARY 83 5.2. SPATIAL PLANNING MANDATE 83 5.3. NATIONAL DEVELOPMENT PLAN (NDP) 83 5.4. ENVIRONMENTAL MANAGEMENT 84 5.5. SPATIAL PLANNING 85 5.6. REGIONAL ACCESS 86 5.7. LAND USE PATTERNS 86 5.8. LAND OWNERSHIP PATTERNS 86 5.9. COMMUNAL L AND 87 5.10. LAND TENURE UPGRADING 87 5.11. BULK INFRASTRUCTURE (WATER AND SANITATION) 87 5.11.1. SANITATION 87 5.11.2. WATER 88 5.12. SPATIAL ECONOMY 88 5.13. IMPACT OF BOUNDARY RE – DEMARCATION 89 5.14. UNDER-DEVELOPED URBAN CENTRES 89 5.15. SPATIAL PLANNING PRINCIPLES 89 5.16. SPATIAL FRAMEWORK 89 5.17. SPATIAL RESTRUCTURING 90 5.17.1. PRIMARY NODE 90 5.17.2. SECONDARY NODES 90 5.17.3. TERTIARY NODES 90 5.17.4. H I E R A R C H Y O F D E V E L O P M E N T C O RR I D O R S 91 5.17.5. PRIMARY CORRIDOR 91 5.17.6. SECONDARY CORRIDORS 92 5.17.7. TERTIARY CORRIDORS 92 5.17.9. PROPOSED WILD COAST TOLL ROUTE 93 Page 3 of 124 CHAPTER 6 SECTOR PLANS AND SECTOR CO-ORDINATION 94 6.1. INTRODUCTION 94 6.2. LIST OF SECTOR PLANS AND UPDATE 94 6.3. MUNICIPAL SECTOR POLICIES 95 CHAPTER 7 CONCLUSION 97 ANNEXURE 1: PROGRAMMES / PROJECTS FROM SECTOR DEPARTMENTS AND LOCAL MUNICIPALITIES 98 DEPARTMENT OF PUBLIC WORKS - BUILDINGS 98 MATATIELE LOCAL MUNICIPALITY 98 UMZIMVUBU LOCAL MUNICIPALITY 98 NTABANKULU LOCAL MUNICIPALITY 98 MBIZANA LOCAL MUNICIPALITY 98 ROADS 99 PROVISION OF ROADS INFRASTRUCTURE: MATATIELE 99 PROVISION OF ROADS INFRASTRUCTURE: UMZIMVUBU 99 PROVISION OF ROADS INFRASTRUCTURE: NTABANKULU 99 PROVISION OF ROADS INFRASTRUCTURE: MBIZANA 100 PROVISION OF ROADS INFRASTRUCTURE DISTRICT 100 EASTERN CAPE PARKS AND TOURISM AGENCY 101 DEPARTMENT OF SOCIAL DEVELOPMENT 101 DEPARTMENT OF HEALTH 103 DEPARTMENT OF ENVIRONMENTAL AFFAIRS 104 DEPARTMENT OF SPORTS RECREATION AND CULTURE (DSRAC) 104 DEPARTMENT OF HUMAN SETTLEMENTS___________________________________________________________________________106 DEPARTMENT OF COMMUNITY SAFETY AND LIASON_________________________________________________________________108 LOCAL MUNICIPALITIES 112 UMZIMVUBU LOCAL MUNICIPALITY (INTERNAL) 112 MBIZANA LOCAL MUNICIPALITY (INTERNAL) 113 MATATIELE LOCAL MUNICIPALITY (INTERNAL) 115 NTABANKULU LOCAL MUNICIPALITY (INTERNAL) 117 ANNEXURE 2: DRAFT ORGANOGRAM 2014 -2015 123 ANNEXURE 3: COUNCIL RESOLUTION 12498 Page 4 of 124 EXECUTIVE MAYOR’S FOREWORD It is worth noting that, through our concerted effort to turn around the municipality, all the negative factors that manifested themselves as inhibiting factors that impeded our improvement plans are far outweighed by the positive things that are within our means to be optimally utilised for the benefit and improvement of our municipality. CLLR. EUNICE DIKO Of critical importance is the urgent need for our EXEFCUTIVE MAYOR municipality to strike a balance between obtaining a ANDM clean audit report and providing effective and sustainable services to our communities. To achieve this equilibrium, the municipality has developed good As the Executive Mayor of the District Municipality, I policies that will assist in the implementation of its plans, have a mandate to fulfill all the objectives expected of whilst ensuring that all the implementation activities by this position and most importantly to ensure that I take individual, departments and the organisation as a a lead in championing the delivery of basic services to whole are beyond reproach and measurable. all our communities, irrespective of their political As the leadership of this municipality, we have taken a affiliations. The community of Alfred Nzo District bold stand that, never again will we be viewed as Municipality must be in a position to look back and spectators or as rubber stampers on matters that can indeed be able to measure the impact that the be called to account whenever things go wrong or to municipality has made in improving their quality of life. take credited for any achievements. I will continue to As the new financial year is about to unfold our give guidance and good leadership to my fellow effectiveness and our relevance will be put to test by leaders with a clear conscience on what our roles and way of transforming our plans as enshrined in the responsibilities are. Whenever the need arises we will Integrated Development Plan into tangible intervene and never again will the municipality deliverables that can be quantified in terms of the degenerate in our presence. positive impact such deliverables have to our Whilst the desire to achieve a clean administration and communities. audit opinion by 2014 seems to be elusive, we have not Certainly, as a municipality we have made very lost hope and we will continue to strive for service meaningful inroads in the execution of our duties, excellence and to vigorously exert all our collective particularly in relation to the many challenges that this efforts in doing what is best for this municipality. municipality has gone though as a result of the The year ahead of us is full of challenges yet very numerous irregularities of the past that led to the near exciting. collapse of the municipality. With sheer determination and the inculcation of a new culture of accountability on the part of all Councillors, where in the recent past the exercise of the oversight function left a lot to be __________________________________________ desired, I can give assurance to our communities that Cllr. Eunice Diko without a shadow of a doubt, winning the war against Executive Mayor poverty and corruption is inevitable. Page 5 of 124 MUNICIPAL MANAGER’S PERSPECTIVE Honorable Councilors, will be engaging with the communities on priorities for the coming financial year, 2014/15. Dealing with issues facing our institution moving forward, will require that tough decisions and difficult choices to be taken, something that is not easy. MR. MZUBANZI SILINGA Notwithstanding, the challenges, we are facing as the MUNICIPAL MANAGER institution; I am convinced that we will overcome, so ANDM that those who will come after us, would be proud of the strides we have made. At the end of 2013/2014, financial year, we would have made giant strides towards filling-in of critical posts as Let me take this opportunity to thank the Council of one of the steps to set administrative wheels in motion Alfred Nzo District Municipality, for entrusting me with towards acceleration of services to our communities. the responsibility of heading the administration. Critically, we need to respond with speed to the It is an honour and privilege that comes with a huge backlogs on infrastructure throughout the district, responsibility, not only to turn the situation around, but hence we are hard at strengthening IGR. also set the municipality on the right path, towards a clean administration. To the management and staff, I know that change of Our customer care call Centre is 086 000 3781. leadership brings anxiety and uncertainty, but this time I thank you. around we must be optimistic about the future, no matter how difficult the situation might be. One is coming at a time looking at the prior –year misstatements, understanding that we have been ________________________________ experiencing disclaimer - Opinions, for the past 4 Mr. Mzubanzi Silinga consecutive years, meaning that we all expected to Municipal Manager be determined, to provide all the necessary information and support. Equally, this is also a time for national elections in government, where the leadership, in the form of Page 6 of 124 EXECUTIVE SUMMARY Alfred Nzo District Municipality (ANDM) is located on terms of Integrated Development Plans and Budget for the north-eastern side of the Province of the Eastern 2011/12 took into consideration the proposed changes Cape and stretches from the Drakensberg Mountains, as a result of the demarcation process. Circular 54 of borders Lesotho in the North, Sisonke District the Municipal Finance Management Act of 2003 further Municipality in the East and O.R. Tambo District gives options in terms of the time period for the Municipality in the South. In preparation for the 2011 municipalities to adopt their IDPs in preparation for the Local Government Elections, the Demarcation Board in changes as a result of elections. The district terms of the Demarcation Act of 2008, as amended, municipality together with its family of local declared the changes in some municipalities (inter- municipalities resolved to adopt Option 1 where both boundaries) where some local municipalities were to IDP and Budget were adopted by the current Council be moved from other district municipalities to the at the time and the new Council endorsed the others and also the amendment of municipal wards adopted IDP and Budget of its predecessors. boundaries. Through that ANDM became one of the The District surface area has increased due to affected district municipalities where it was declared incorporation of Mbizana and Ntabankulu Local that two Local Municipalities from O.R. Tambo District Municipalities from 6858 to 11119 square kilometers and Municipality being Mbizana and Ntabankulu were is now sub-divided into four local municipalities: incorporated under ANDM in the process. The main Matatiele covering 4352 km² (39% coverage of district offices of ANDM are located in Mount Ayliff with the area), Umzimvubu 2506 km² (23% coverage of district satellite offices found in all four Local Municipalities’ area), Mbizana 2806 km² (25% coverage of district main urban centres such as Mount Frere (Umzimvubu), area) and Ntabankulu occupying 1455 km² (13% Ntabankulu, Matatiele and Mbizana. coverage of district area). Circular No. 54 of the Municipal Finance Management The process also entailed the amendment of all four Act No. 56 of 2003, gives guidance in terms of municipalities’ wards where the wards for Umzimvubu preparation and adoption periods of Municipal IDPs LM increased from 24 to 27 due to some wards from and Budgets. Then for the financial year 2011/12, Ntabankulu Municipality being incorporated under considered were the changes that took place due to Umzimvubu Local Municipality; Matatiele 24 to 26; the Local Government Elections of 2011. In terms of the Mbizana from 25 to 31 and Ntabankulu from 15 to 18 National Treasury, the affected municipalities by the wards. The changes resulted in ANDM being formed by Demarcation process, when doing their planning in a total of 102 wards. STRUCTURE OF THE DOCUMENT Integrated programmes and projects that the CHAPTER 1: municipality, sector departments and other Introduction and Background: stakeholders intend implementing during consecutive financial years. Outlines the legislative framework that guides planning and sets out the local government developmental CHAPTER 5: agenda that the municipality must implement. High Level Spatial Development Framework (SDF): CHAPTER 2: Sectorial Integration of Spatial Framework and Land Municipal Profile and Situation Analysis: Use Management depicting different land usages and issues in the district. Provides an overall municipal analysis, current existing level of development and background of different CHAPTER 6: components, highlights challenges and interventions which in content and context are compiled according Sector Plans and Sector Co-ordination: to the National Key Performance Areas. Integrated Plans from various sectors that promote linkage and integration of activities and resources of CHAPTER 3: the municipality, sector departments and other Vision, Mission Statement, Strategic Objectives, stakeholders. Strategies and Interventions. CHAPTER 7: CHAPTER 4: Conclusion Programmes and Projects for Municipal Implementation: Page 7 of 124 CHAPTER 1: INTRODUCTION AND BACKGROUND 1.1. INTRODUCTION An Integrated Development Plan (IDP) is one of the key The IDP Review for 2014 / 15 financial year has been strategies for the Local Government to address its prepared in terms of the Local Government: Municipal developmental role and mandate. It seeks to arrive at Systems Act (Act No 32 of 2000). In line with the decisions on issues such as municipal budget, land provisions of the Act, the Council adopted its IDP management, promotion of local economic Review Framework Plan by the 31st of August 2013. The development and institutional transformation in a IDP Review took into consideration the MEC comments consultative, systematic and strategic manner. During that were raised in the 2013 / 14 IDP. It is also one way 2011 / 12 financial year the Alfred Nzo District of implementing the Council Resolutions. It further, Municipality drafted a comprehensive 5-year IDP in made an invitation via the media for members of the terms of Chapter 5 of the Municipal Systems Act, 2000. public to register their interests to participate as Section 34 of the said Act requires all municipalities to organized interest groups. annually review and amend their IDPs. This has to be An IDP is a strategic plan for local government that done in accordance with an assessment of their uses the national policies and legislative imperatives to performance measurements in terms of Section 41 of analyze development challenges and propose the Act and to the extent that changing circumstances interventions for the area of a municipality’s jurisdiction. so demand. 1.2. THE LEGISLATIVE FRAMEWORK AND MANDATE INFORMING THE PLANNING PROCESS consultation with other stakeholders such as the Provincial Department of Local Government and Traditional Affairs (DLGTA) and the Local Government (municipalities) in particular, have developed a plethora of policies and legislations to assist in realizing the developmental mandate of the local government. Municipalities are guided by these pieces of policies and legislations in developing their respective IDPs. It must also be noted that in developing the IDP the important relationship of the spheres of the government (National, Provincial and Local) in co- operative governance has to be synergized, clearly articulated and not over-emphasized. The key legislative imperatives are as follows: Figure 1: Legislative Mandate Diagram The National Department of Co-operative Governance and Traditional Affairs (CoGTA) through massive 1.2.1. CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, ACT 108 OF 1996 The Constitution of the Republic of South Africa (1996); Section 152 further mandates the municipalities to Chapter 7 (Sec 153) sets out the objectives of Local strive to achieve the following objectives: Government and provides that Municipalities have a To provide democratic and accountable developmental duty which entails structuring and government for local communities; managing their budget, administration and planning processes in a manner that prioritizes the basic needs To ensure the provision of services to of their communities whilst promoting social and communities in a sustainable manner; economic development within their communities. To promote a safe and healthy environment Chapter 3 deals with co-operative governance which and; is essential to the fulfillment of the objectives given that these objectives encompass a wider spectrum than the To encourage the involvement of communities functional areas of Municipalities. and community organizations in the matters of local government. Page 8 of 124 1.2.2. MUNICIPAL SYSTEMS ACT, NO 32 OF 2000 Section 25 of the Municipal Systems Act (Act 32 of development as well as all decisions with 2000) stipulates that-: regard to planning, management and development in the municipality; Each Municipal Council must, within a prescribed period after the start of its elected binds the municipality in the exercise of its term, adopt a single, inclusive and strategic executive authority, except to the extent of plan for the development of the municipality any inconsistency between a municipality’s which- integrated development plan and national or provincial legislation, in which case such links, integrates and co-ordinates plans and legislation prevails and takes into account proposals for the development of the municipality; binds all other persons to the extent that those parts of the IDP that impose duties or affect the aligns the resources and capacity of the rights of those persons have been passed as a municipality with the implementation of the “by-law”. plan; Section 27 mandates the district municipality, in forms the policy framework and general basis consultation with the local municipalities, to adopt a on which annual budgets must be based; framework for integrated development planning, complies with the provisions of Chapter 5 of this which shall bind both the district municipality and its Act; local municipalities. Thus, Section 28 also mandates the local municipality to develop its own process plan that is compatible with national and provincial should be aligned to the framework plan of the district development plans and planning requirements municipality. binding the municipality in terms of the legislation. The Act also states that the municipality is required to review the IDP annually due to the demands of the As far as the status of an IDP is concerned Section 35 changing circumstances and performance states that an IDP adopted by the council of a measurements of the existing level of development. municipality- The IDP is for a five-year period, unless decided is the principal strategic planning instrument otherwise by the Council to adopt the IDP of its which guides and informs all planning and predecessors for another five-year period. 1.2.3. MUNICIPAL STRUCTURES ACT, NO 117 OF 1998 The Municipal Structures Act of 1998 (as amended) With regard to the above statement for instance, the makes provision for the division of powers and functions function of Water and Sanitation as well as the between the district and local municipalities. It assigns maintenance of water infrastructure is still the function the district wide functions to the district municipalities of the district. Whilst the Local Municipality is responsible and most day to day service delivery functions to the for Planning, it is also reliant on the District for advice local municipalities. The provincial MECs are and support. Amongst other things the powers and empowered to adjust these powers and functions functions of the municipalities are as follows: according to the capacity of the municipalities to deliver services. Table 1: Powers and Functions Local Functions District functions Shared Functions Fire Fighting Services Facilities for the Local Tourism Building Regulations Accommodation, Care and Municipal Airports Child Care Facilities Burial of Animals Municipal Health Services Municipal Public Transport Pontoons, Ferries, Jetties, Fences and Fencing Potable Water Cemeteries, Funeral Parlors and Piers and Harbors Local Amenities Sanitation Crematoria Storm Water Management Local Sport Facilities Air Quality Management Markets Systems in Built up Areas Municipal Parks and Recreation Licensing and Control of Municipal Abattoirs Trading Regulations Undertakings that sell food to Pounds Municipal Roads Street Lighting the public Public Places Refuse Removal, Refuse Dumps Traffic and Parking Street Trading and Solid Waste Development Planning Page 9 of 124