FINAL DRAFT - DISASTER MANAGEMENT book format

2020/2021 DISASTER MANAGEMENT
ANNUAL REPORT

uMGUNGUNDLOVU DISTRICT MUNICIPALITY
DISASTER MANAGEMENT CENTRE
5 QUARRY ROAD
HILTON
3245

CONTENTS

LIST OF ACRONYMS

FOREWORD BY THE MAYOR

OVERVIEW BY THE MUNICIPAL MANAGER

CHAPTER 1: GENERAL INFORMATION

1.1 PURPOSE OF THE CENTRE
1.2 OBJECTIVES OF THE CENTRE
1.3 STRATEGIC OVERVIEW: VISION, MISSION AND VALUES
1.4 LEGISLATIVE MANDATE AND OTHER MANDATE
1.5 ORGANISATIONAL STRUCTURE
1.6 STRATEGIC GOALS

CHAPTER 2: ACTIVITIES OF THE DDMC

2.1 KEY PERFORMANCE AREA 1
2.2 KEY PERFORMANCE AREA 2
2.3 KEY PERFORMANCE AREA 3
2.4 KEY PERFORMANCE AREA 4
2.5 FIRE AND RESCUE SERVICES

CHAPTER 3: RESULTS OF MONITORING OF PREVENTION AND MITIGATION INITIATIVES

3.1 DISASTER RISK REDUCTION PROGRAMMES
3.2 PUBLIC ADVOCACY AND AWARENESS CAMPAIGNS CONDUCTED IN THE

MUNICIPALITY
3.3 ANALYSIS OF CENTRE’S PREVENTION AND MONITORING PREVENTION

AND MITIGATION INITIATIVES

CHAPTER 4: DISASTERS THAT OCCURRED DURING THE YEAR IN THE DDMC
4.1 DISASTERS DECLARED AND INCIDENTS THAT OCCURRED DURING THE
FINANCIAL YEAR
4.2 INFORMATION ON THE EXPENDITURE INCURRED ON RESPONSE AND
POST-DISASTER RECOVERY AND REHABILITATION

CHAPTER 5 : PROBLEMS EXPERIENCED IN IMPLEMENTING THE ACT AND THE
NATIONAL DISASTER MANAGEMENT FRAMEWORK

5.1 CHALLENGES IN IMPLEMENTING THE DISASTER MANAGEMENT AND
FIRE SERVICES LEGISLATION

5.2 THE WAY IN WHICH THESE PROBLEMS WERE ADDRESSED
5.3 RECOMMENDATIONS BY THE CENTRE

CHAPTER 6: PROGRESS WITH THE PREPARATION OF THE DISASTER MANAGEMENT
PLANS

6.1 LEGISLATIVE REQUIREMENT
6.2 PLANS SUBMITTED TO THE PDMC & NDMC
6.3 AN EVALUATION OF THE IMPLEMENTATION OF SUCH PLANS

CHAPTER 7: MUNICIPAL COORDINATION
7.1 ROLE OF THE DDMC
7.2 INSTITUTIONAL ARRANGEMENTS FOR STAKEHOLDER PARTICIPATION IN
DISASTER RISK MANAGEMENT PLANNING AND OPERATIONS
7.2.1 DMC PRACTITINERS FORUM
7.2.2 MUNICIPAL DISASTER MANAGEMENT ADVISORY FORUM (MDMAF)

LIST OF ACRONYMS Community based organizations
Disaster Risk Management Framework
CBO Disaster Management Act No 57 of 2002
DRMF Disaster Risk Assessment
DMA Disaster Risk Reduction
DRA Disaster Risk Management Advisory Forum
DRR Disaster Risk Management Plan
DRMAF Environmental Impact Assessment
DRMP Emergency Medical Response Services
EIA Fire Protection Association
EMRS Geographical Information Systems
FPA General Manager
GIS Joint Operations Centre
GM Municipal Disaster Management Centre
JOC Municipal Financial Management Act No. 45 of 2003
MDMC National Disaster Management Centre
MFMA National Disaster Management Framework
NDMC
NDMF

NGO Non –governmental organization
PDMC Provincial Disaster Management Centre
PFMA Public Financial Management Act No. 1of 1999
PHOC Provincial Health Operations Centre
SOP Standing Operating Procedure

DEFINITION OF KEY TERMS

Capacity Building: Effort aimed to develop human skills or infrastructures within a community
or organization needed to reduce the level of risk. It may also include the development of
institutional, financial, political and other resources, sectors of the society.

Contingency Planning: The forward planning process from an event that may or may not
occur, in which scenarios and objectives are agreed, managerial and technological actions
define, and potential response systems put in place to prevent, or respond effectively to, an
emergency situation.

Disaster Operations Centre: A fully equipped dedicated facility within the disaster
management centre of a particular sphere. Such a facility must be capable of accommodating
any combination of emergency and essential services representatives, including all relevant
role players and stake holders identified in response and recovery operations, when a local,
provincial or national disaster occurs of is threatening to occur.

Disaster Risk Management: The systematic process of using administrative decisions,
organization, operational skills and capacities to implement policies, strategies and coping
capacities of the society and communities to lessen the impact of natural hazards and related
environmental and technological disasters. This comprises all forms of activities, including
structural and non-structural measures to prevent or to limit (mitigation and preparedness)
adverse effects of hazards.

Disaster Risk Reduction: The conceptual framework of elements considered with the
possibilities to minimize vulnerabilities and disaster risk throughout a society, to avoid
(prevention) or to limit (mitigation and preparedness) the adverse impact to hazards, within
the broad context of sustainable development.

Early Warning System: A system that allows for detecting and forecasting impending
extreme events to formulate warnings on the basic of scientific knowledge, monitoring and
consideration of the factors that affect disaster severity and frequently. Early warning systems
include chain concerns, namely: understanding and mapping the hazard; monitoring and
forecasting impending events; processing and disseminating understandable warning to
political authorities and the population; and undertaking appropriate and timely actions in
response to warnings.

Global positioning system (GPS): A system that that provides specially coded satellite
signals that can be processed in a GPS receiver, enabling the receiver to calculate position,
velocity and time.

Hazards: A hazard refers to the potential occurrence, in a specific time period and geographic
area, of a natural phenomenon that may adversely affect human life, property or activity to the
extent of causing a disaster. A hazard occurrence (the earthquake, the flood, or the cyclone,
for example) becomes a disaster when it results in injuries, loss of life and livelihoods,
displacement and homelessness and/or destruction and damage to infrastructure and
property.

Human vulnerability: is the relative lack of capacity of a person or community to anticipate,
cope with, resist and recover from the impact of a hazard. Factors that increase human
vulnerability to disasters include rapid urbanization, population growth, and lack of knowledge
about how to effectively resist the effects of disasters and poverty.

Joint Operations Centre: The sphere within a response management where the combined
or joint tactical coordination and management of a significant event or disaster involving multi-
agency operations takes place.

Mitigation: Structural and non-structural measures undertaken to limit the adverse impact of
natural hazards, environmental degradation and technological hazards on vulnerable areas,
communities and households.

Resilience: The capacity of a system, community or society potentially exposed to hazards
to adapt by resisting or changing in order to reach and maintain an acceptable level of
functioning and structure. This is determined by the degree to which the social system is
capable of organizing itself to increase this capacity for learning from past disasters for better
future protection and to improve disaster risk reduction measures.

Response management system: System designed to provide a systematic approach to
ensure the effective coordination and management of operational, tactical and strategic
response efforts. It involves the combination resources and procedures in a common
organizational structure for the purpose of achieving rapid and effective response.

FOREWORD BY HER WORSHIP THE MAYOR

The uMgungundlovu District Municipality herewith presents
the Annual Report (AR) of the uMgungundlovu District
Disaster Management Centre for the 2020/21 financial year
in compliance with Section 50 of the Disaster Management
Act, 2002 (Act No. 57 of 2002).

The report provides an overview of the activities undertaken
by the District Disaster Management Centre during the
reporting period. Furthermore, it also reflects on the progress
made by the District Disaster Management Centre in line with
its objectives.

Rescue assistance, medical support and food supply are
vital for saving lives which prevent further harm. Rather
than waiting to respond, disaster management should have
both pro-active and re-active measures. Proactive measures can include a range of activities such as
hazard reduction strategies, exposure reduction strategies, sensitivity reduction strategies, impact
reduction strategies as well as capacity building for resilience.

A house with a lightning rod is less sensitive to being struck by lightning during a thunderstorm. A house
away from the riverbank may still be sensitive to flooding but its low exposure makes it less vulnerable
to flood. If individuals and their properties are close to a riverbank, their exposure to flooding is higher
than those further away or on higher ground.

Collectively we need to build resilient communities.

Cllr TE Maphumulo
Her Worship, the Mayor,

OVERVIEW BY THE MUNICIPAL MANAGER

The annual report of the uMgungundlovu District Municipality Disaster Management Centre
provides the Management, Council, Provincial and National Disaster Management Centres
and community at large the opportunity to reflect on the District’s progress made during the
period under review in managing incidents that occurred and the risk reduction efforts to
decrease societal vulnerability and increase resilience to disasters. It also provides the
opportunity to look into the future and reflect on how global and continental risk is in fact
changing to provide us with the appropriate levels of insight to review our programmes
where required to deal with this change.

The District is facing unprecedented disaster risks. Our communities are being exposed to
more frequent and severe hazards. Disasters affect poor communities and poor people the
most and put development at risk. For this reason, the development plan should consider
future disaster risks.

Some common natural disasters that the communities of uMgungundlovu District
Municipality are faced with include human pandemics, floods, drought, lightning, heavy
rainfall and strong winds. Wildfires are also included under natural disasters. These
disasters cause enormous loss to life and property. The people are also vulnerable to man-
made disasters such as motor vehicle accidents and structural fires.

A key feature of this report is the extensive chapter in light of COVID
19 and how the District is responding to this pandemic through various programmes and
initiatives. Our budget has primarily focused on provision of infrastructure for water and
sanitation and disaster relief as this Covid -19 pandemic is envisaged to stay with us for a
while therefore we felt it pertinent make it one of the priority programmes during the

reporting period and for the duration of its stay.
People need to be educated on the risks in their areas and what to do when disasters strike.
It is therefore incumbent upon all of us to work together to build capacity and resilience of
our communities and reduce their vulnerability to hazards.
Together let us explore various options through which we could reduce hazards and reduce
the impacts of disasters through preventative, response and recovery measures.
Thank you.

Dr RMB Ngcobo
Municipal Manager

CHAPTER 1
GENERAL INFORMATION

1

INTRODUCTION

This section provides general information about the Disaster Management Centre’s
purpose, strategic intent, organisational structure and expenditure.

1.1 1.1 PURPOSE OF THE CENTRE

The uMgungundlovu District Disaster Management Centre was established in terms of
Section 43 of the Disaster Management Act. The Centre functions as an institution within
the local sphere of Government and functions under the Community Services Department
of uMDM. The role of the Centre is to work with stakeholders across the spheres of
Government and other role players to promote the implementation of disaster management
programmes in each of the seven Local Municipalities that seeks to:

• Reduce disaster risks including those associated with climate change;
• Prevent the development of new disaster risks;
• Enhance preparedness and mitigation;
• Build resilience of communities,
• Ensure quick response and recovery; and
• Implement reconstruction aimed at ‘building-back-better’.

uMgungundlovu District Municipality has a semi functional District Disaster Management
Centre (DDMC) which is established in terms of Disaster Management Act No. 57 of 2002
as amended in 2015.The various institutional measures have been established to ensure
compliance with disaster management legislation and policies. The Centre is located in
Hilton, No5 Quarry Road. The building is owned by uMngeni Local Municipality and the
District is currently renting the property. A business plan has been developed to solicit
funding for the construction of a fully-fledged Centre and Terms of reference have been
developed in that regard.

Figure 1 and 2 – uMDM Disaster Management Centre

The following centre requirements have not been met as per the guidelines of the
establishment of a disaster management centre:

• Stand-alone disaster management centre;
• Software to ensure prompt response, storage of accurate data logging and

dispatching system; and
• Storeroom for emergency relief material.

1.4 1.2 2020/21 STRATEGIC OBJECTIVE

As stipulated in the Disaster Management Act of 2002, the uMDM Disaster Management
and Fire Services was established to maximise/expand the District's capacity to carry out
disaster management and firefighting responsibilities within the area of jurisdiction.

1.2.1 2020/21 OBJECTIVES

During the year under review, the Centre aimed to:

• Develop a business plan to solicit funding for the construction of a fully-fledged
disaster management centre;

• Develop guidelines and terms of reference for the construction of the disaster
management centre;

• Develop the annual report by 30 June 2021;
• Develop the Covid 19 response plan;
• Conduct a thorough District wide Ward based disaster risk assessment;
• Develop all seasonal contingency plans informed by the risk assessment;
• Draft reviewed disaster risk management plans for the District disaster management

centre and its Locals;
• Submit a report on the status of the Volunteer unit; and
• Conduct a District wide education and training on fire prevention and disaster

management.

1.3 STRATEGIC OVERVIEW

Figure 3: Strategic overview of uMDM

1.4 LEGISLATIVE AND OTHER MANDATES

1.4.1 CONSTITUTIONAL MANDATE

The primary responsibility for Disaster Management in South Africa rests with the
Government. According to section 41 of the Constitution, all spheres of Government are
required to ‘secure the well-being of the people of the Republic’.

1.4.2 DISASTER MANAGEMENT AND FIRE SERVICES MANDATE

The District disaster management centre draws its legislative mandate from the Disaster
Management Act, the Provincial Disaster Management Policy Framework the Fire Brigade
Services Act and other pieces of legislation as outlined in Table 1.

Disaster Management Act, (Act• Section 52(1) of Disaster Management Act, Act no
No 57 of 2002) 57 of 2002 - requires municipalities to prepare
disaster management plans;
• Section 43 (3) DM Amendment Act 16 of 2015 -
requires local municipalities to build capacity for
Provincial Disaster Managemen•t development and implementation of disaster
Framework 2010 management plans
A legal instrument specified by the Act to address
Fire Brigade Services Act, • such needs for consistency across multiple interest
(Act No 99 of1987) groups, by providing ‘a coherent, transparent and
inclusive policy on disaster management
Municipal Structures Act, 1998 • appropriate for the province of KwaZulu Natal.
(Act No. 117 of 1998)
A local authority may establish and maintain a
service 20 in accordance with the prescribed
requirements. (2) The Administrator may, after
consultation with the Board and the local authority
concerned, direct a local authority- ( a) to maintain a
service which it has established; or (b) to establish
and maintain a service, in accordance with the
prescribed requirements. (3) A service
contemplated in this section shall be employed
inside its area, unless it is requested, or in terms of
an agreement contemplated in section 12 obliged to
be.
Assigns responsibility for disaster management to
the local sphere of government

Figure 3: Legislative Mandate of the Disaster Management Centre

1.4.3 OTHER LEGISLATION

Other legislation playing a key role in the governance of disaster management and fire
services (see Table 2) includes:

LEGISLATION AIM
Division of Revenue Act (Act Schedule 7 of the Act allows for funds that are not
No allocated to specific Provinces or Municipalities, that
may be released to fund an immediate response to a
Municipal Systems Act (Act disaster or housing emergency.
No. 32 of 2000) Every Municipality must have a disaster management
plan and such must form part of its Integrated
Municipal Finance Development Plans
Management Act (Act No. 56 Intends to secure sound and sustainable management
of 2004) of the financial affairs of municipalities and other
institutions in the local sphere of government; to
Water Services Act (Act No. establish treasury norms and standards for the local
108 of 1997) sphere of government.
Municipal Supply Chain To provide for the rights of access to basic water
Management Regulations supply and basic sanitation
A supply chain management policy may allow the
accounting officer—

(a) to dispense with the official procurement
processes established by the policy and to procure
any required goods or services through any
convenient process, which may include direct
negotiations, but only—

(i) in an emergency;

Table 2: Other Legislation playing a key role in the governance of disaster management and
fire services

1.5 DDMC OPERATIONAL STRUCTURE

Figure 4 sets out the operational structure of the DDMC.

Executive Manager Community Services

Chief Fire and Emergency Officer

Head: Disaster Management Officer

16 x Call Centre Agent

+

Manager: (Disaster Management Operations

Disaster Management Field
Officer: KZ221

Disaster Management Field
Officer: KZ222

Disaster Management Field
Officer: KZ223

Disaster Management Field
Officer: KZ224

Disaster Management Field
Officer: KZ225

Disaster Management Field
Officer: KZ226

Disaster Management Field
Officer: KZ227

CHAPTER 2

DISASTER RISK REDUCTION
PLANNING AND RESPONSE

COORDINATION

2

KPA’S AND ENABLERS MEASURE FUNCTIONALITY OF A DDMC
2.1 INTRODUCTION

This section provides information about the sub-programmes of the disaster management
centre in terms of the disaster management Act.

The Provincial Disaster Management Framework (PDMF) comprises four key performance
areas (KPAs) and three enablers to promote the achievement of the objectives set out in
the KPAs. Figure 5 depicts the interface between the four KPAs and the three enablers:

2.2 INTEGRATED INSTITUTIONAL CAPACITY FOR DISASTER RISK
MANAGEMENT IN THE UMDM

Aim: To establish the necessary institutional arrangements for implementing disaster risk
management in terms of the Disaster Management Act, 57 of 2002.

The status of the integrated capacity for disaster risk management of the uMDM will be
discussed based on the key performance indicators (KPIs) of the key performance area
(KPA) number 1 of the National Disaster Management Policy Framework (NDMPF) of 2005.

Figure 9: KEY PERFORMANCE STATUS
Not compliant
OBJECTIVE INDICATOR Compliant
3.1. Establish • The District Inter-Departmental Compliant
arrangements for the Compliant
development and Committee on Disaster Management Compliant
adoption of an integrated Compliant
disaster risk management has been established and is
policy. Compliant
operating effectively.
3.2. Establish Compliant
arrangements for • Mechanisms for developing and
integrated direction and
implementation of disaster adopting disaster risk management
risk management policy.
policy have been established and
3.3. Establish
arrangements for put into operation.
stakeholder participation • The job description and key
and the engagement of
performance indicators for the

position of the HODMC have been

developed.

• The HDMC has been appointed.

• The District disaster management,

fire and rescue unit has been

established and is operational.

• Disaster risk management

focal/nodal points have been

identified by municipal

departments/entity and

responsibilities for disaster risk

management have been assigned.

•Roles and responsibilities of

municipal departments and entities

involved in disaster risk management

have been identified, assigned and

included in the job descriptions of key

personnel and are being applied

effectively.
• The District Disaster Management

Advisory Forum or similar

representative consultative forums

have been established and are

operating effectively.

technical advice in • Entities playing a supportive role in Compliant
disaster facilitating and co-ordinating disaster
risk management planning risk management planning and Compliant
and operations. implementation have been identified Compliant
and assigned secondary Compliant
3.4. Establish responsibilities. Not compliant
arrangements for co- • Disaster management officials
operation for disaster have full participation in integrated
risk management. development planning processes
and structures.
• Ward structures have been
identified and tasked with
responsibility for disaster risk
management.
• A current register of disaster risk
management stakeholders and
volunteers has been established and
is maintained.
• Guidelines have been developed
and disseminated for entering into
partnerships and concluding mutual
assistance agreements and
memoranda of understanding.

In terms of the above assessment criteria (Table 1), the uMDM is 80% compliant with the
requirements of the Key Performance Indicators (KPIs) of the Key Performance Area
(KPA1) number 1 of the National Disaster Management Policy Framework of 2005 which
deals with the issues of integrated institutional capacity for disaster risk management. The
lack of compliance has negative implications in the ability of the Municipality to
comprehensively implement integrated disaster risk management.

2.3 DISASTER RISK ASSESSMENT

The uMgungundlovu Disaster Risk Management Unit developed a disaster risk
management plan in 2017, which was approved and adopted by Council. In figures 7 – 12
below are the risks that were identified:

As per the guidelines from the National and Provincial Disaster Risk Management Policy
Framework, the District Municipality’s disaster risk management plan must be reviewed
following any significant event and/or disaster or at least after every two years. It is in
consideration of this background that the uMgungundlovu District Disaster Management
Centre embarked on a Ward based risk assessment in preparation for the review of the
disaster risk management plan. Based on a thorough risk analysis, identified vulnerable
communities are provided with risk reduction measures such as lightning conductors where
the frequency of lightning strikes is more prevalent.

METHODOLOGY
A participatory approach was used in developing the Ward Based Disaster Risk
Management Plan. This was done in order to involve and receive feedback from the people
living in the targeted areas. Their involvement become central in identifying and prioritizing
problems, as well as brainstorming to arrive at practical and local realistic solutions. The
WBDRA exercise focuses on specific hazards faced by the Community and risk assessment
templates are used to:

• Analyse hazards and/or threats;
• Assess the conditions of vulnerability; and
• Determine the level of risk.
The formalized process of Disaster Risk Assessment was implemented with the following 3
steps:

• Preparation phase (step 1);
• Hazard and Vulnerability assessment phase (step 2) HVC ASSESSMENT;
• Capacity assessment phase (step 3);
• Priority analysis; and
• Areas at risk.
A brainstorming technique was used to identify a list of possible hazards as per examples
below:

POSSIBLE HAZARDS HUMAN MADE NATURAL HAZARDS

HAZARDS • Hail
• Lightning
Pandemics (Covid 19) • Shack fires • Wind
• Heavy rainfall
Substance abuse • Grass fires • Tornado
• Snow
Communicable diseases• Veld and forest fires • Flood
• Chemical spillage
(cholera; HIV/AIDS and TB)• Industrial fires • Landslide
• Drought
Rabies • Water pollution

Crime (Armed robberies•, Road accidents
rape/abuse; car hi-jacking)•, Railway accidents
social unrest

Critical infrastructure failure

• Substance abuse

The District resumed the risk assessment as per the project roadmap/process plan. The
table below details the current status of the exercise:

MUNICIPALITY DATE WARDS ASSESSOR VENUE
Thabisile Ntuli Impendle Village
iMpendle 13 April 2021 1,2 Community Hall
Impendle Village
14 April 2021 3,4 Skhumbuzo Community Hall
Majola Cool Air Hall
uMshwathi 01 April 2021 7 Mthokozisi Socolile Hall
15 April 2021 4,5,14 Mthembu Mambedwini Hall
16 April 2021 13 Swayimane Hall
20 April 2021 8,6,11 Cool Air Hall
21 April 2021 3 Ndlebezembuzi
13 May 2021 12 Hall
New Hanover
Mkhambathini 13 May 2021 FPA & Makhosi Council Chambers
Msunduzi Farmers Gwala
10 May 2021 Association Camperdown Hall
11 May 2021 Makhosi Maqongqo Hall
12 May 2021 1,2,3,4,5,6,7, Gwala
08 June 2021 8,9,39 Vulindlela ABM
10 June 2021 25,26,27,33, Siyabonga offices
35,36, Makhathini Ashburton Hall
15 June 2021 37,24
28,29,30,31, ABM Boardroom
18 June 2021 32,34
38 Edendale ABM
22 June 2021 10,11,12,16, offices
20,21
22,23 Edendale ABM
18,17,13,15, offices
14, 19

The risk assessment results for the entire District will be incorporated in the reviewed
disaster management plan and will be shared with the PDMC and the NDMC.

CHAPTER 3

RESULTS OF MONITORING OF
PREVENTION AND MITIGATION

INITIATIVES

3

3.1 DISASTER RISK REDUCTION PROGRAMMES

Objective: Ensure all disaster risk management stakeholders develop and implement
integrated disaster risk management plans and risk reduction programmes in accordance
with approved frameworks.

3.1.1 EARLY WARNING AND RESPONSE SYSTEMS

INTRODUCTION

Early warning systems (EWS) are a critical life-saving tool for floods, droughts, storms,
bushfires, and other hazards. Climate studies indicate that the uMDM area will experience
a warmer future. Changes in the mean annual rainfall are expected. These are likely to
include an increased number of flash floods and storm events due to an increase in short
duration rainfall. Floods, severe storms and wildland fires already being among the main
hazards currently faced by communities in the uMDM and climate change projections
indicate an increased risk of these climate-driven events. The potential for an increase in
drought events has also been identified (Building Resilience in the Greater uMngeni
Catchment, project proposal document, 2014). Many areas in the uMDM are vulnerable to
the impacts of climate for various non-climate reasons. These include:

• housing located on steep hillsides;
• low-cost and informal housing located close to river watercourses or on flood plains

within catchments;
• high-density informal and formal settlements;
• poor land use management and over-exploitation of natural resources;
• subsistent and small-scale farmers and households using crops and methods that are not
resilient to the impacts of climate change; and
• significantly young (under 19) and old (over 70) population.

It is understood that an increase in frequency and intensity of climate-driven events will
significantly increase the vulnerability of affected communities within the uMDM, where
adaptive capacity is low.

INTERVENTIONS

In response to these challenges, the uMgungundlovu District Municipality is implementing
the project titled “Building Resilience in the Greater uMgeni Catchment,” (commonly known
as the uMgeni Resilience Project) which is funded by the Adaptation Fund. The uMDM is
the executing entity responsible for overall project implementation, working with the
University of KwaZulu-Natal’s School for Agriculture, Earth and Environmental Sciences
(UKZN SAEES) who are the Sub Executing Entity. The South African National Biodiversity
Institute (SANBI) is the National Implementing Entity responsible for project oversight and
strategic direction in partnership with the Department of Environmental Affairs (DEA) Project
Components and Implementation Areas Three areas were selected through a consultative
process, which was also influenced by the climate.

COORDINATION

For the 2020/21 reporting period the main activities planned for the early warning
component (component 1) were a continuation of work already started in the 3rd and 4th
quarters of the previous year. This included the installation, testing and implementation of
the flood early warning system (EWS) and development of communication protocols,
procurement of the necessary IT support equipment for the Disaster Management Centre
(DMC) and thereafter the training of Municipal disaster management officials.

The DMC already receives reports on fires from across the District but the multi-hazard
early warning system is still to receive attention. In addition to this a Memorandum of
Understanding between the uMDM/URP, and the KZN COGTA, specifically the PDMC,
needed to be drafted and submitted to all parties concerned. To pilot a Ward-Based Disaster
Management Response System for floods, storms and fires in Vulindlela; Nhlazuka; Slahla
and Ndaleni, the terms of reference for the procurement of items for flood alerts needed to
be concluded and approved.

FLOOD EWS

Output 1.1.1 Augment the Umgeni Water Decision Support System to provide early warning
system information into a form that is useful for Municipal officials and local communities
The flood early warning system (FEWS) component of the project was completed during
the last reporting period. The FEWS system has been deployed on the URL server
(172.16.1.78) and the operator interface can be accessed using the MIKE Operations
Software. The system can also be accessed through the web portal in 172.16.178:8080
URL, accessible only within the Umgeni network server. The key outcome for this
component was that the FEWS would be integrated into the overall flood disaster
management planning. The system should effectively mitigate the impacts of floods by:

• Providing information on which areas should be evacuated before floods occur;
• Providing individuals, industries, and commercial enterprises information that will

enable them to respond to potential flooding appropriately; and
• Enabling temporary protection measures to be put in place, where necessary.

As indicated previously, the real-time flow monitoring equipment has to be implemented at
suitable locations to enable accurate or better-informed forecasting of the early warning
system for the 3 Pilot Sites. Four (4) sites have been strategically identified for the
installation of the flow measuring equipment. These sites are:

• Existing Department of DHSWS monitoring station no. U7H007;
• Henley Dam Wall or immediately downstream of the dam wall;
• Existing DHSWS monitoring station no. U2H058 at Mason Hill (Napierville Prison);

and
• Existing DHSWS monitoring station no. U2H057 at Slang spruit.

The key outcomes that are anticipated for this component of the project are:

• High quality; accurate real-time river flow data sent to Umgeni Water;
• Resource Management Decision Support System (WRMDSS) on an 8-hourly basis.

On normal conditions (i.e. no rainfall/ flood event), the logger will take samples every
10 minutes and upload data on an 8-hourly basis, however, if the system picks a
higher rate of change in the level between a 10 minutes sample, the system will
transmit data on a more frequent interval;
• A working real-time system that will enable communication (alarm) via SMS and
email;
• A flood and lightning protection system; a system that will be able to connect to the
• WRMDSS by transmitting data on an 8-hourly basis; and
• A training and hand-over process after completion of equipment installation, a
software set-up, a demonstration of how to operate the equipment and an operating
manual of the installed instruments to be provided.

Towards the end of the last reporting period, Flowmetrix SA was appointed as a sub -
contractor by Umgeni Water for the design and installation of the flow monitoring equipment
at the 4 specified sites. The equipment would log and publish flow data on the Umgeni water
resource management system. All instrumentation units are available, programmed, and
loaded on the website that is currently available at the service provider’s disposal. The
instruments are battery-operated and don’t need any external wiring or power supply. The
unit will be connected to a water level sensor with a 10m special sensitive vented cable that
is installed below the zero-water level, it then reads and logs the water level every 10
minutes, calculates the flow rate, and save to memory. The data is then transmitted to the
PSP’s website at regular intervals (every 8 hours) by a GPRS cell phone modem network
and a small antenna.

The first installation was undertaken in early December 2020 at the Mason Hill site
(Naperville Prison). Even though the installation was done successfully and the data was
being transmitted to the service provider’s database, unfortunately the installed equipment
was stolen and vandalised on the 28th of December 2020. In response to the theft and
vandalism, the service provider explored more secure options for installation at all the
DHSWS sites, since all of the three sites are susceptible to theft and vandalism. The
recommended option was presented to Umgeni Water in February 2021 and it should be
noted that the new options attracted additional costs of R75 000. After the theft and
vandalism incident, a decision was undertaken to prioritise the installation at the more
secured sites. This meant that the first installation would now be done at Henley Dam owned
by Umgeni Water and has security 24 hours a day and 7 days a week.

The Henley Dam installation was undertaken successfully between February and March
2021. As part of the preparation for the installation at Henley Dam, in February 2021 the
supplier undertook a site visit to Henley Dam to assess the installation site conditions before
installation could commence. A meeting was also held between the service provider, the
Umgeni Water project Manager and Umgeni Water Operations team from Henley Dam. As
the outcome of the meeting the Umgeni SHEQ Coordinator indicated that the service
provider will need to undertake an induction before they can commence with the installation
and that would need to provide evidence that the installation will follow all safety measures
to avoid injury and loss of life since the nature of installation could result to such. The
Installation of the modified and more secure sets of equipment is set to continue in the third
quarter of the 2021/22 financial year.

FIRE EWS

Output 1.1.2: Develop appropriate partnerships and enhance the effectiveness of fire
detection and suppression

The two cameras have been up since December 2019 and fire occurrences in the Nhlazuka
area continue to be reported to the uMDM Fire Services to trigger response. This is
supported by the DDMC and Fire and Rescue Services. The one outstanding matter is the
finalisation of communication protocols to issue alerts and receive feedback. This was
hampered by the COVID19 restrictions which made it difficult for necessary community
interaction and direction amongst officials. Once this process is finalised all work shall come
together seamlessly as roles and responsibilities will be well defined. Furthermore,
discussions to forge a partnership between the uMDM and a local radio station are
underway to see alerts broadcasted throughout the District to assist local communities to
make appropriate decisions. Once the Multi-hazard communication system has been fully
developed, the fire surveillance function will be integrated into it. The terms of reference for
the procurement of the support IT support infrastructure have been submitted for approval.

AGRO-METEOROLOGICAL EWS
Output 1.1.3: Strengthen Municipal Disaster Management systems to enable a proactive
response to flood, storm, fire and agro-meteorological climate information and warnings
The near real-time lightning warning system to reduce the vulnerability of rural communities
and small-scale farmers to the impacts of projected increase in lightning activity that is
installed at Kwa Swayimane High School continues to function accordingly. The
communities living within the 32 km radius do receive lightning warnings and weather
predictions from the weather station installed at the same premises. The system works as
demonstrated in the figure below:

Fig : System process of the lightning early warning system installed in Swayimani.
To date:

• SMS’s and emails successfully added to the suite of warnings.
• Weather alerts now included, (with warnings for the following:)
• High rainfall and possible flooding
• Heat index warning
• The systems process was reviewed and improved.
• An LTE GSM modem and a two-sim network was incorporated to rectify the

communication failure concerns.
• An IP fail count was added to monitor comms.

Figure (left) and (right): The installed lightning early warning system and weather station
installed at KwaSwayimane High School.
The URP continues to interpret and send out weather related information as per SAWS
forecasts to farmers and EO. Through conversation, EOs and farmers have mentioned how
helpful they have been in helping with making their cropping decisions.

Figure (left) and (right): Examples of SMS notifications sent recently to DARD extension officers
and farmers respectively

OUTPUT 1.2.1: Pilot a ward-based disaster management response system for floods
and storms in a low-lying high-density settlement in the Msunduzi area

To assist communities living in affected areas, terms of reference have been developed for
the procurement of ward-based flood early warning equipment to provide real time response
action after receiving alerts.

During the 2020/21 financial year, engagements with KZN COGTA (PDMC) commenced to
pave way for cooperation in various aspects of early warning strengthening within the
District and ultimately, the entire Province. Such partnerships assist in sharing learnt
experiences, help to avoid duplication and encourage upscaling. The relationship between
uMDM and Richmond FPA remains intact. Reports and alerts continue to be shared with
uMDM Fire and Rescue Services.

LESSONS LEARNT

The vandalism of the flow monitoring equipment was a huge learning curve. The URP did
not incur losses since the site had not been officially handed over back to the project at the
time the incident occurred. The need for proper risk assessments prior to the installation of
valuable project equipment was highlighted.

The turnaround time for documents submitted for approval to Municipal officials e.g. draft
MoUs is an area that needs to be addressed urgently. The delays impact the project
negatively and have in many cases resulted in the non-achievement of planned activities
within the anticipated time frames. Going forward it would be a good idea to minimise gaps
in the reporting chain.

It is important to build solid partnerships with the PDMC, FPA and other organizations that
do similar work so that such partnerships outlive the life span of the project.

3.1.2 INSPECTION OF BUSINESSES AND GOVERNMENT BUILDINGS

BUSINESS EQUIPMENT EVACUATION COMPLIANCE
INSPECTION PLAN Yes
Mayizekanye clinic 13 x f/ extinguishers Yes Yes
2 x hose reels Yes
Gcumisa clinic 11 x f/ extinguisher Yes Yes
2 x hose reels Yes
Mambedwini clinic 9 x f/ extinguishers Yes Yes
2 x hose reels Yes
Crammond clinic 10x f/extinguishers Yes
1x hose reels
Howick hospice 8 x f/extinguishers Yes
3 x hose reels
Cedara Agricultural 12 extinguishers Yes
dept 2 x hose reels
Greenfields child and 1 x hydrant Yes
safety centre 22 x extinguishers
6 x hose reel

3.1.3 INSPECTION OF FLAMMABLE LIQUIDS AND GASES

BUSINESS AREA OUTCOME COMPLIANCE
Mpiyakhona Umshwathi To comply with Not in order
requirement
Ndiza poultry Umngeni with Not in order
To comply
requirement

3.1.4 BUSINESS PLANS INSPECTED

BUSINESS AREA OUTCOME COMPLIANCE
To comply with Not in order
Richmond municipality Richmond requirement
All in order In order
Bernard Mizeki school Richmond All in order In order
Hlope house Richmond All in order In order
Ward house Richmond All in order In order
Torwoodlea house Umshwathi All in order In order
Magaban office Umshwathi All in order In order
Govender house Umshwathi All in order In order
Engelbrecht house Umshwathi All in order In order
Roberts house Umshwathi Not in order
To comply with
Hilton avenue prop flats Umngeni requirement Not in order
To comply with
Hadca house Umngeni requirement Not in order
To comply with
Hadca hall Umngeni requirement Not in order
To comply with
induna mills warehouse Umngeni requirement In order
All in order
Sikhosana house Umngeni

Fulton house Umngeni All in order In order
Mc carthy house Umngeni All in order In order
Klawervlei trust shed Umngeni All in order In order
Sunningdale shed Umngeni All in order In order
Keppler restaurant Umngeni To comply with Not in order
requirement
Parchment trading, Umngeni To comply with Not in order
chicken house requirement
Shep 48 cc, resturant Umngeni To comply with Not in order
requirement
Mohanlal house Umngeni All in order In order
Bam house Umngeni All in order In order
Mkhize house Umshwathi All in order In order
Govender house Umshwathi All in order In order
Miles house Umshwathi All in order In order
Miles shed Umshwathi All in order In order
Du plesis house Umshwathi All in order in order
Mageza garage Umngeni To comply with Not in order
requirement
Fats pace, plant room Umngeni Not in order
To comply with
Greene warehouse Umngeni requirement Not in order
To comply with
Hilton college Umngeni requirement Not in order
To comply with
Coolwinds Umngeni requirement Not in order
To comply with
Mthalane house Umngeni requirement In order
Mckenzie house Umngeni All in order In order
All in order
In order
Gilson offices Umngeni All in order In order
Hilton college workshop Umngeni All in order In order
Hilton college carport Umngeni All in order In order
Hilton college house Umngeni All in order In order
Hilton college school Umngeni All in order
COMPLIANCE
3.1.5 BUSINESS LICENCES In order
Not in order
BUSINESS AREA OUTCOME
The break room Umngeni All in order Not in order
Bekumoya phansi Mkhambathini
To comply with Not in order
Mthiyane Mkhambathini requirement
supermarket
Mthiyane hardware Mkhambathini To comply with
requirement
To comply with
requirement

3.1.6 INSTALLATION OF LIGHTNING CONDUCTORS

Impendle Municipality is one of the Municipalities which are prone to lightning. A number of
incidents reported during the summer season were a course for concern. Emanating from
that, the PDMC allocated 10 cluster lightning conductors during the reporting period. Those
were installed in the following areas of Impendle Municipality by the appointed service
provider on 27 December 2020:

• Nzinga (4);
• Khetha (1)
• Ntokozweni (1)
• KwaMlaba (1)
• Swamp (1); and
• Gomane
All LM’s have been advised to allocate a budget for this as it is one of the high risks in
most Municipalities.

3.1.6 LOW LYING BRIDGES

The Disaster Management Centre conducted a risk assessment on the status of low-lying
bridges in all Local Municipalities and compiled a list which was subsequently forwarded to
the Provincial Disaster Management Centre. In partnership with the Department of
Transport a Baily Bridge project was initiated in New Hanover and was officially handed
over to the community by the MEC Transport and Community Safety and Liaison, Ms Peggy
Nkonyeni on 11 March 2021 at Khamanzi, New Hanover, uMshwathi Local Municipality.

The construction of the Bailey Bridges commenced in the year 2020 as part of a partnership
between the National Department of Public Works and Infrastructure and the Department
of Defence and Military Veterans.

This programme is aimed at speeding up infrastructural rollout particularly of bridges in rural
areas to ensure that these communities have easy access to schools and other public
facilities.

Figure 13: A bridge constructed in Khamanzi by the Department of Transport in partnership with the Department of
Public Works

3.2 PUBLIC ADVOCACY AND AWARENESS CAMPAIGNS CONDUCTED IN
THE MUNICIPALITY

INTRODUCTION

Disaster risk reduction (DRR) strategies for example, public awareness is the cornerstone
of formalised action for reducing natural hazard-related disaster risk and setting the
strategic direction for a district area to become more resilient to disasters

3.2.1 DDMC DRR PROGRAMMES

The DDMC had the following programmes in place during the period under review. A
detailed report in this regard is outlined in the next paragraph.

Figure: Risk reduction activities This included:

FIRE SAFETY AWARENESS

PROGRAMMES ❖ School awareness campaigns

❖ Informal settlements fire awareness

❖ Early warnings

SEVERE THUNDERSTORM ❖ Severe storms awareness campaigns

AWARENESS/REDUCTION ❖ Installation of lightning conductors

PROGRAMMES ❖ Early warnings

COVID 19 AWARENESS PROGRAMMES❖ Motorcade loud hailing
❖ Distribution of educational pamphlets

❖ Distribution of sanitisers in hotspot areas

❖ Cleansing and sanitisation of public

spaces

3.2.2 COVID 19 PUBLIC AWARENESS

The District Disaster Management Centre regards public awareness as one of the disaster
management innovative tools and best practices used to achieve disaster risk reduction as
this has proven to help communities to become resilient through awareness of the issues
affecting its environment. uMgungundlovu District Municipality is faced with increasing
levels of disaster risk(s) and exposed to a wide range of hazards, including human
epidemics. When the World Health Organisation (WHO) declared COVID-19 as a pandemic
of International Public Health Concern (IPHC) on 30 January 2020, it became apparent that
the District Disaster Management Centre also needed to put measures in place to respond
to the possible threats that the virus posed.

Participation of the public is an important and most effective approach for controlling the
spread of novel coronavirus. However, considering its nature, creating awareness among
the public to be able to take timely preventative measures is of great importance. On the
contrary, misinformation and myths result in severe damages in mitigation of this pandemic.

It is in this spirit that amongst other things, the District developed an outreach plan with an
aim to:

• Encourage the public to follow health and safety protocols;
• Prevent or limit transmission and the spread of Covid-19 virus;
• Encourage adherence to Covid-19 regulations;
• Encourage the usage of compliant PPE, sanitization and social distancing;
• Make communities aware that while the nature of the pandemic changes, it is

important that the information and advice remain constant;
• Distribute 100 pamphlets per Local Municipality in identified hotspot areas all the

taxi ranks; and
• Distribute hand sanitizers to bystanders, hotspot areas and taxi ranks.

Managing COVID-19 like any disaster is a collective obligation which must be fostered
through collaboration between various stakeholders and co-operative relationships
between the different spheres of Government, the private sector and civil society.

The following role players were represented in all the Municipalities during the programme:

• uMgungundlovu Disaster Management;
• Local Disaster Management;
• uMgungundlovu Fire Services;
• uMgungundlovu Environmental Health Services;
• Department of Health;
• Local Traffic Department;
• District and Local Communication Officers;
• Working on Fire;
• Local Public Participation;
• Local Economic Development;
• Local Youth and Sports Officers;
• South African Police Services;
• EDTEA;
• Community Safety and Liaison; and
• Ward Councillors; and Ward Committee members.

The public awareness campaigns for this reporting period were carried out as per the table

below:

MUNICIPALITY WARD DATE AREA

uMSHWATHI LM Clustered 19 August 2020 Swayimane

Wards:

6,8,11,and

13

7 26 January 2021 Cool Air

7 25 February 2021 Cool Air

7 26 April 2021 Cool Air

MPOFANA LM 7 25 May 2021 Cool Air
Ward 1,2 and 20 August 2020 Ntuli Farm – Rosetta

5 NCD and Brickyard

Town View

30 October 2020 Roadblock R103 and R622

18 November Brickyard, NCD, Townhall and Rosetta

2020

1 7 January 2021 All areas

2 14 January 2021 All areas

4 21 January 2021 All areas
1,3 and 5 4 February 2021 CBD and townships

uMNGENI 2 11 February 2021 Tendela
1 7 April 2021 All areas of Ward 1
2 14 April 2021 All areas of ward 2
4 21 May 2021 All areas of ward 4
1,3 & 5 4 May 2021 Loudhailing CBD and townships
2 11 June 2021 Loudhailing Tendela
3 17 August 2020 Transnet informal settlement ward

MKHAMBATHINI 4 15 October 2020 Howick CBD
6,7 26 November Mpophomeni entrance
5 2020
4 10 February 2021 Loudhailing Lidgeton, Lutchman
3 11 February 2021 Cedara – Khanya village, Emandleni
12 12 February 2021 Hilton
3 21 June 2021 Mthulini
21 June 2021 Lidgeton
23 June 2021
21 August 2020 Camperdown, Vans,
Coco Rico Informal Settlement
3 22 December CBD
2020 December
3 24 December informal settlements and Nkanyezini
2020
1 30 All areas
2020

5 12 January 2021 Ezimangweni; Mohale; Ngangezwe;
3:CBD 13 January 2021 Ntweka; Gcide
2 14 January 2021 Local outlets
7 15 January 2021 Nonzila; No1 – 8; Ophokweni;
Bebhuzi; Oqaqeni
1 18 January 2021 Emphayeni
6 19 January 2021 Mpekula; Ntongeni; Baniyena;
3 20 January 2021 Mgwenya; Ngilanyoni
Okhalweni; Gulube 1 and 2; Esigodini;
4 21 January 2021 Matigulu
5 Jilafohla
4 KwaGcina; Echibini; Mahlabathini;
1 Maqongqo;
Estingini; Ezinembeni; White City;
Mboyi
Nhlazuka – KwaThomi; Mpangisa;
Dwengu;
Slokomane; Khebhesi; Ismonti;
Emakholweni
Nkanyezini; Mpushini; Ntweka;
Emasitini;Lion Park
Manderstone; uMlaas Road;Vans;
Mandalay
Railway line; Camperdown;
KwaBhaya; B16
Mavalindlela; Cosmo;
Makhokhoba;John Crookes Farm
Tala Valley; Dukes; Eston; Njobokazi;
Ejuteni
Bhomane;Mid Illovo;Sabula

10 February 2021 Ezimangweni; Mohale; Ngangezwe;
21 February 2021 Ntweka; Gcide
Tala Valley; Dukes; Eston; Njobokazi;
21 June 2021 Ejuteni
Bhomane;Mid Illovo;Sabula
Maqongqo, Mahlabathini, Estingini,
White City, Ezinembeni, Emboyi,
Ezibhananeni, Echibini, Ecabazini

IMPENDLE 4 18 August 2020 Gomane, CBD
3 22 October 2020
3,2 9 February 2021 Impendle Village, Kwa-Khetha,
Qutshini, Nguga, Ntshiyabantu and
3,2 3 february 2021 Mbaliyezwe
Impendle Village, Khetha

MSUNDUZI 3 14 February 2021 Fumigating Nxamalala clinic
RICHMOND 3 16 February 2021 Impendle village
10 February 2021 Loteni area
3 21 February 2021 Fumigation of local churches
2,3,4 23 February 2021 Impendle village, Swamp, Nonguqa
33 CBD 18 January 2021 Business licensing enforcement –
Informal trading
33 CBD 19 January 2021 Business licensing enforcement
33,37 20 January 2021 Covid 19 regulations enforcement
(Post Office, Labour Department and
3,4 26 August 2020 SASSA offices)
1 02 June 2021 Hopewell
07 June 2021 Magoda hall
09 June 2021 Mgxobeleni area
Mzinollovu sports ground

3.2.3 RISK REDUCTION ACTIVITIES IN PICTURES

Fig – 14 Educational posters in public spaces Fig – 15 Business inspections in partnership with EDTEA

Fig – 16 Motorcade awareness at uMshwathi Fig – 17 Schools awareness campaign
Clean up campaign in Camperdown Awareness campaign at Vulindlela

Fig – 18 Erection of a cluster lightning conductor Fig – 19 Sanitisation of Government buildings

3.2.4 FIRE SAFETY AWARENESS

Fire safety awareness is an educational process to remind everyone in the workplace
and/or communities of best practices to avoid creating a fire risk, and the measures to take
in the event a fire happens in the workplace.

While there is acknowledgement that fire risk cannot be completely avoided or eliminated,
there is consensus that fire safety and prevention play a central role in fire risk reduction.
The emerging approach places specific focus on fire prevention and safety as core
components of the fire services.

In partnership with the DDMC, uMDM Fire and Rescue Services embarks on a
comprehensive risk assessment on various aspects i.e fire prone areas, illegal electricity
connections especially in the informal settlements and also identify, locate and map the fire
hydrants through-out the district and ascertain the condition of fire hydrants both in
residential and business settlements. It is noteworthy that the District has been found
wanting in the availability of fire hydrants. Figure outlines in details all the risk reduction
activities conducted during the reporting period.

MUNICIPALITY WARD DATE AREA
Mpofana 4 12 August 2020 Themba Church
2 17 August 2020 Nyamvubu hall
uMshwathi 1 14 June 2021 NCD informal settlement
uMngeni 1 17 June 2021 Municipal offices
7 20 June 2021 Trustfeed Community Hall
Mkhambathini 4 10 June 2021 Transnet Informal settlements
Richomnd 3 11 June 2021 Lidgeton
12 23 June 2021
3 18 June 2021 Mandalay Informal
settlements
4 05 May 2021 Argosy Hall
3 12 May 2021 Nsongeni Hall
2 19 May 2021 Eslahla Hall
1 26 May 2021 Thusong Centre

3.2.5 VOLUNTEER TRAINING ON FIRE SAFETY AND BASIC DISASTER
MANAGEMENT

Volunteers are an integral part of uMgungundlovu Disaster Risk Management and are
governed by the National Disaster Management Act, which allows Municipalities to establish
a unit of volunteers to participate in disaster management.

During the 2020/21 reporting period, Volunteers were trained on the following:

• Basic Fire and Rescue (uMDM Training Officer);
• Introduction to disaster risk management (uMDM and Local Officers); and
• Community based fire safety training (Working on Fire).

Volunteer training at Mkhambathini Volunteer training at Mkhambathini LM

3.2.6 PRIVATE PARTNERSHIPS

Disaster Management planning is responsible for promotion of a culture of risk avoidance
among stakeholders by capacitating role players through integrated processes of education,
training and public awareness supported by scientific research.

The District’s responsibilities emanate from Sections 15 and 20 of the Disaster Management
Act as well as Enabler 2 of the National Disaster Management Policy Framework.

The Disaster Management Centre understands the importance of forming partnerships with
the private sector to openly discuss matters of common interest with an objective to
establish practical strategies to deal with effects of adverse weather and man-made
disastrous incidents. The DMC partnered with the following organisations during the period
under review.

Figure 7: Private partnerships undertaken by the DDMC during the 2020/21 financial year

ROLEPLAYER EXPECTED OUTCOME
FPA Veld and forest fires
WOF Veld and forest fires
UKZN Early Warning systems
Transnet Pipelines Pipeline awareness and monitoring
NGO’s (Al Imdaad, SA Red Cross, Emergency response
Izandla zothando, Gift of the Givers
Eskom Illegal connections awareness

The pictures below are training programmes conducted in partnership with Working on Fire
during the period under review:

Fig – 20/21 Training on Fire Safety conducted by Working on Fire

DRR aims to reduce the damage caused by natural hazards like earthquakes, floods,
droughts and cyclones, through an ethic of prevention. Disasters often follow natural
hazards. A disaster's severity depends on how much impact a hazard has on society and
the environment. The uMDM recognises this hence the activities conducted during the
reporting period.

3.2.7 OTHER ACTIVITIES

ACTIVITY FREQUENCY
SANITISATION OF PUBLIC SPACES Bi monthly
SCHOOLS AWARENESS CAMPAIGNS Ongoing
CLEAN UP CAMPAIGNS Ongoing

3.3 ANALYSIS OF THE CENTRE’S MONITORING OF PREVENTION AND
MITIGATION INITIATIVES

Mitigation means ‘to make less severe’, and mitigation measures are undertaken to reduce
the frequency, scale, intensity and impact of hazards. They are typically thought of as being
physical in nature and include infrastructures such as the construction of earth bunds,
gabion cages, contour planting, strengthened dwellings and public buildings, re-forestation
and storm drains.

However, these types of mitigation measures are largely associated with hydro
meteorological and geological hazards and we need to expand these typical structural
measures to include such non-structural measures as public health campaigns, vaccination
programmes (both for livestock and humans), introducing new agricultural practices such
as short maturation or drought resistant varieties of crop, promoting dialogue between
communities in conflict, relocation of settlements, and awareness and education training
programmes.

The following risk factors have been identified in the District and the following risk mitigation
strategies which can be implemented by community participation, stakeholder participation
and creation of future projects which can be incorporated into the IDP plan.

HAZARD REDUCTION ACTIVITIES
LAND DEGRADATION Education and training for the community will
form the base in any form of mitigation plan to be
REDUCE OVERGRAZING OF implemented. The community needs to
LANDS understand the importance and must be willing to
participate to ensure the sustainability of the
HEAVY RAINFALL natural resources (land).

The creation of livestock holding facilities will
allow for the vegetation to grow which will prevent
land degradation. These facilities can only be
created if we have the estimate number of
livestock in a given area identified for a livestock
holding facility. At least 3 holding facilities need to
be created in an area to allow for rotation of the
livestock so the vegetation can be given time to
grow. These facilities cannot be overcrowded.
Improving the standards of informal homes built
will limit the number of homes collapsing during
heavy rains. At present there is insufficient roof
overhang which results in the mud blocks
absorbing water which reduces the strength of
the block. When these walls become saturated
with water they collapse.

The rainwater harvested from the roofs can be
used for irrigation. Raindrops are like liquid gold
to households that rely on subsistence farming

SEVERE LIGHTNING and have limited access to water supply in the
WATER POLLUTION poorest wards of the uMDM.

FLOODING Stakeholders like the Department of Agriculture
can work with communities to introduce simple
yet effective irrigation systems to combat the
issue.

Even if rainfall is low or erratic, the drip irrigation
system enables farmers to nourish and grow the
crops they need.

Simple gravity provides enough pressure to force
the water through the hose. Water drips through
the holes in the hose, directly onto the roots of the
plants. 100-200 plants can be grown using just
one drip bucket system.
The installation of lightning conductors is one of
the risk reduction measures at uMDM, however,
the demand far exceeds the availability.

Municipalities also conduct regular awareness
programmes on lightning to communities during
the summer season.
At present the Nagle and Midmar dams,
Msunduzi, uMngeni, Mshwathi, Mpofana, Ilovu
and uMkomaas are sources of drinking, washing
and animal drinking facility. Non-bio gradable
waste is also thrown into stream and end up into
the rivers and dams.

Designated animal drinking water areas needs to
be created to reduce the pollution of the water
especially in rivers and the Nagle Dam. Easily
accessible sections need to be fenced off to
animals. Channels can be created from the rivers
for animals drinking trough.

Solid waste collection needs to be extended to
all Local Municipalities.
Communities in some wards face the regular
threat of destructive climatic events. The
devastation caused by severe flooding leaves
families destitute. It destroys homes, cultivated
land, stored food, livestock and even human life.
With excessive flooding, soil erosion is increased
and silting into the river.

Construction of dykes to channel water away
from vulnerable communities is necessary.

DROUGHT All low-lying bridges needs to be brought in line
with the road. During heavy rains, these bridges
VELD AND FOREST FIRES become in accessible. In the interim markers
STRUCTURAL FIRES needs to be put in place indicating the width of
PANDEMICS the bridge and safe level of crossing during heavy
rains.

Municipality to implement awareness
programmes on flooding to communities.
Dry conditions were experienced over most parts
of the District. The drought monitor for mid-May
shows that conditions are deteriorating slightly
across the province, with uMgungundlovu District
remaining in Level 3, minor drought. Summer
pastures have stopped growing except along the
coastal areas. Winter pastures are growing well
with a large variety of mixtures being used.
Livestock condition remains good in most areas
despite entering the mid-winter season. Veld and
vegetation condition is mostly average. Snow
falls, hail and heavy rains were reported in some
parts of the
District. Below average veld fires have
been reported. The average level of major dams
has increased as compared to the previous year
(72% in 2021; 62% in 2020).
In the open veldts, the Municipality to implement
the fire breaks during fire seasons will limit the
risk factors.

Municipality to strengthen awareness
programmes on fire wise communities,
firefighting and safety at homes will go a long
way in mitigating fire dangers.
Fire safety awareness especially at the informal
settlements
Household inspection of electric connections
Strengthened public awareness campaigns
Encouraged communities to vaccinate
Distribution of sanitisers at hotspot areas
Distribution of jojo tanks to areas without water
Sanitization of public spaces

3.4 DISASTER RESPONSE COORDINATION

A number of warnings were issued out by SAWS and the URP through e-mails and sms’s
to all critical stakeholders such as Municipalities, Sector Departments etc. The District
subsequently disseminated all received early warnings to relevant stakeholders to facilitate
preparedness and rapid disaster response.

During the reporting period, the District remained vulnerable to a number of natural and
man-made incidents. In some cases these incidents had adverse effects on both human life
and property which resulted in most of the injuries. The structural fires have become a
common phenomenon throughout the seasons, with the latest statistics suggesting that the
impact is severely felt in all affected households.

The District recorded a total of (690) incidents. The majority (41%) of incidents were
caused by fire followed by heavy rains (34%), strong winds (13%), hailstorm (3%) and
lightning (6%). The incidents affected 6726 households and a population of approximately
19588 people. All Local Municipalities were affected. A total of 12 fatalities and 29 injuries
were also reported resulting from these incidents. The following emergency relief material
was issued to affected households: 869 blankets, 480 food parcels, 659 rolls of plastic
sheeting, 890 matrasses/sponges and 35 emergency shelters/tents.

Beneficiary lists for the affected families were compiled and submitted to the Provincial
Disaster Management Centre and subsequently to the Department of Human Settlement
for the provision of Emergency Housing. Municipalities and Sector Departments have been
advised by the Provincial Disaster Management Centre to activate their respective
contingency plans to ensure that the damaged public infrastructure is repaired immediately
going forward. The DDMC continues to work tirelessly with the affected Local Municipalities
and relevant stakeholders to normalize the situation through provision of required relief.

GEOGRAPHICAL DISTRIBUTION AND IMPACT OF INCIDENTS

Understanding the geographical distribution of incidents and their impact is of great
importance in managing disaster risk. Hence, Figure 2 provides summary statistics of the
number of incidents occurred in each Local Municipality as well as the reported impact, in
terms of the number of affected households and people as well as the occurrence of
fatalities and injuries.

Figure 10: Incidents statistics per Local Municipalities

uMDM demographics and detailed incidents statistics per Local Municipality

MPOFANA UMSHWATHI
Incidents: 47
Incidents: 180 No of Affected Wards: 14
Households Affected: 133
No of Affected Wards: 05 Totally Destroyed Houses: 18
Partially Destroyed Houses: 37
Households Affected: 1801 People Affected: 349

Totally Destroyed Houses: 79 MKHAMBATHINI
Incidents: 12
Partially Destroyed Houses:
117 No of Affected Wards: 7
Households Affected: 185
People Affected: 3805 Totally Destroyed Houses:

Homeless: 00 55
UMNGEFNaItalities: 00 Partially Destroyed Houses:
Incidents: 72
No of Affected WInajurrdies:s:1043 45
Households Affected: 1005 People Affected: 485
Totally Destroyed Houses: 105
Partially Destroyed Houses: 25
People Affected: 2563

IMPENDLE MSUNDUZI RICHMOND
Incidents: 105 Incidents: 261 Incidents: 13
No of Affected Wards: 4 No of Affected Wards: 33 Affected Wards: 7
Households Affected: 489 Households Affected: 2893 Households Affected: 215
Totally Destroyed Houses: 72 Totally Destroyed Houses: 540 Totally Destroyed Houses: 59
Partially Destroyed Houses: 89 Partially Destroyed Houses: 793 Partially Destroyed Houses: 78
People Affected: 1053 People Affected:10023 People Affected: 1310

DEMOGRAPHICS (STATSSA, CAUSE OF INCIDENTS

2016)

Population: 1 095 865 Msunduzi: heavy rain, structural fire, hailstorm,

strong winds

Households: 298 463 Mpofana: lightning, heavy rainfall, structural fire,

hailstorm, 01 floods

Average Household 3.7 uMngeni: structural fire, heavy rainfall, hailstorm

Size:

Formal Dwellings: 76.6% Impendle: structural fire, strong winds,

Mshwathi: structural fire, heavy rain, hailstorm,

Richmond: structural fire, heavy rainfall, strong

winds

Mkhambathini: structural fire, heavy rainfall, strong

winds, veld fires

DISTRICT SUMMATIVE INCIDENT STATISTICS

Incidents 690

Households Affected 6726

Partially Damaged Houses 1184

Totally Damaged Houses 928

People Affected 19 588

Homeless 125

Fatalities 26

Injuries 29

Type of Incidents Strong Winds, Heavy Rains, Hailstorm, Fires and

lightning

Figure 11: Number of incidents and impact per Local Municipality

Houses Destroyed

Municipalities

Totally Partially
Destroyed Damaged
Number of Incidents
Households Affected

Homeless
People Affected
Fatalities
Injuries
Mshwathi 47 133 18 37 00 349 02 4
79 117 38 3805 12 13
Mpofana 180 1801 105 25 15 2563 00 02
72 89 15 1053 00 01
uMngeni 72 1005 540 793 42 10023 07 04
55 45 10 485 02 02
iMpendle 105 489 59 78 05 1310 03 03

Msunduzi 261 2893 928 1184 125 19588 26 29

Mkhambathini 12 185

Richmond 13 215

TOTAL 690 6721

Structural fire at Mpofana Aftermath of a veld fire at Mkhambathini

Hailstorm incident at Impendle