FINAL DRAFT - DISASTER MANAGEMENT book format

3.5 INFORMATION MANAGEMENT SYSTMES

A management information system is an information system used for decision-making, and
for the coordination, control, analysis, and visualization of information in an organization.
The study of the management information systems involves people, processes and
technology in an organizational context.

The Municipality must put mechanisms or a system within the Disaster Management Centre
to ensure that, information is managed, transferred where necessary to other disaster
management stakeholders. Such systems are as follows.

3.5.1 COMMUNICATION FLOW FOR INCIDENT MANAGEMENT

The table/figure 1 below depicts communication flow that would be required for the
management of an incident even before it is declared as local disaster.

1 The incident (1) The incident is normally reported by a member of the public
as the community is the most likely to be affected and the
incident will be reported to the Call Centre

2 The Call Centre On receiving the initial report of the incident, the Call Centre
(2) must dispatch immediate response unit (3) to the scene that
is responsible for assessing the situation and reporting back.
On receiving the report back, the emergency service must
evaluate the magnitude of the incident and classify it as one
of the following:
• A minor incident, in which case the incident is dealt with by
the emergency services in terms of its normal line function
procedures
• A major incident, in which case the emergency service
notifies the District Disaster Management Centre (4)

3 The immediate • The role of the immediate response unit is to:
response unit (3)

• Assess the magnitude of the reported incident;
• Determine the on-scene needs of the victims;
• Determine the capabilities of the local response unit to

restore normality;
• Manage the multi-disciplinary activities at the scene; and
• Make a recommendation to the DDMC (4)
NB: National Departments, Provincial Departments, Municipal and Private Emergency
Services situated within the area of jurisdiction of uMgungundlovu District Municipality
should be participating members of the DDMC (4). On receiving the notification of the
incident, the DDMC (4) must:

4 The District• Establish communication links with the Forward Control

Disaster Point (3) at the scene;

Management

Centre

(DDMC) (4)

• Access the information and classify the incident as
- A major incident, which can be effectively dealt with by the

emergency services and the local (category B) municipality

without external assistance but which is of such a

magnitude that it will attract provincial and national interest;
- A local disaster as an incident which has been classified as

such in terms of section 23 of the Disaster Management

Act.

• Activate a JOC (5) which should consist of senior

representatives of all active role players situated within the

area of jurisdiction of the District Municipality;

• Report the incident to the Provincial Disaster Management

Centre (PDMC) (6)

• Facilitate and manage the co-ordination of the multi-

disciplinary activities at the scene; and

• Make recommendations to the PDMC (6)

5 The Joint The decision to activate a JOC (5) is taken by the Head of

Operation the DDMC (4) and is based on the information received

Committee from the Forward Control Point (3). The JOC (5) is chaired

(JOC) (5) by SAPS which consist of senior (district) representatives

of National Departments, Provincial Departments and

Municipal organs of state, which have line function

responsibility and which are active at the scene of the

incident (1). The objectives of the JOC are to:

• Manage the incident;

• Ensure that communities are protected;

• Eliminate the duplication and fragmentation; and

• Timeous and factual reporting

Although the JOC Commander from SAPS is responsible for the overall management

and co-ordination of the JOC, each participating line functionary is responsible for:

• The performance of its own function;

• The command and control of its own resources and

• Its own upward line reporting

6 The • On receiving notification of the incident, the PDMC (6)

Provincial must:

Disaster

Management

Centre

(PDMC) (6)

• Establish communication links with the JOC (4);

• Assess the information and classify the incident in terms of

Section 23 of the Disaster Management Act as a local

disaster of as a provincial disaster;

• Report the incident to the National Disaster Management

Centre (NDMC) (8);

• Activate a JOC, which should consist of senior provincial

representatives of all active role-players who have a line

function responsibility in the management of the incident;

• Facilitate and manage the co-ordination of the incident; and

• Make recommendations to the NDMC (8)

7 ProvJOC (7•) The decision to establish or activate a ProvJOC is taken by

the Head of the PDMC and is based on the information

received from the District JOC. It is the responsibility of the

Head of SAPS to chair the ProvJOC which should consist

of senior provincial representatives of National

Departments, Provincial organs of State which have a line

function responsibility and are active in the management of

the incident. The objective of the ProvJOC and the

responsibility of the role-players are similar to those of the

District JOC but on a provincial level.

8 The Nationa•l The National Disaster Management Centre (NDMC) will

Disaster monitor the incident and will only intervene if and when it is

Management required to do so.

Centre

(NDMC) 8

3.6 FIRE AND RESCUE SERVICES

INTRODUCTION

Firefighting is listed as a Local Government function in Schedule 4 Part B of the Constitution.
Section 156 (1) (a) in the Constitution does not differentiate between district and local
municipalities. A core constitutional objective for local government is to ensure a safe and
healthy environment for its communities. By not providing a service such as firefighting,
municipalities would be failing in their constitutional obligations.

3.6.1 ASSESSMENT OF FIRE SAFETY AND PREVENTION CAPACITY

The uMDM fire services determined the level of its capacity to discharge its legal mandate
and to ensure that where necessary, and to strengthen this capacity; the District saw the
need to enter into mutual aid agreements with neighbouring fire services and the private
sector. The Municipality has Memorandums of Understanding with the following
organisations:

• Ethekwini Metro; and
• Msunduzi Municipality.

Further to the above, the uMDM fire services recognises the integrated nature of veldfire
risk management and the Acting District Commander works with various FPA’s within the
District in order to effectively manage veldfire risks in each area. Further, the District works
with Working on Fire in terms of veld fires, public education and awareness, fuel load
reduction and fire breaks. Even though the District does not have capacity for veld fires, it
remains at the heart of sustainable management of fire risks including veldfires within a
municipal area of jurisdiction.

3.6.2 PROVISION OF FIRE SERVICES SUPPORT TO 6 LOCAL
MUNICIPALITIES

The division is indicated in Section 84 of the Municipal Structures Act, as amended.
Specifically, Section 84(1)(j) of the Act states the following: (j) Firefighting services serving
the area of the District Municipality as a whole, which includes- (i) planning, co-ordination
and regulation of fire services; (ii) specialised firefighting services such as mountain, veld
and chemical fire services; (iii) co-ordination of the standardisation of infrastructure,
vehicles, equipment and procedures; (iv)training of fire officers.

The reference to specialized firefighting in section 84(j)(ii) suggests that each of the Local
Municipality may undertake the conventional form of firefighting within their own area but
where there are specialized services requiring special resources, skills, and equipment, this
would be provided by the District rather than the Local Municipality. The training of fire
officers would be undertaken at the level of the District Municipality rather than within each
Local Municipality. Again this would suggest complementarity between the functions and
powers of the District and its Local Municipalities.

The fire services function aims to protect, save life and property from fire and other
threatening hazards and to render humanitarian aid. As per the above background, the
uMDM provides the fire service to six of its seven Local Municipalities as outlined
on the table below:

LOCAL MUNICIPALITY FIRE STATION
uMngeni Local Municipality uMngeni Fire Station
Impendle Local Municipality Impendle Fire Station
Richmond Local Municipality Richmond Fire Station
uMshwathi Local Municipality uMshwathi Fire Station
Mpofana Local Municipality Mpofana Fire Station
Mkhambathini Local Municipality Mkhambathini Fire Station

Figure 22 – 27 : Aerial view of the location of the six LM’s

3.6.3 INCIDENTS ATTENDED TO DURING THE REPORTING PERIOD

INCIDENTS UMNGENI IMPEN RICHMO UMSHWA MPOFAN MKHAMB TOTAL

DLE ND THI A ATHINI

Veg/plantation 113 21 23 23 56 63 299

Dwellings 33 12 11 20 20 9 105

Dwellings 7 21 4 2 1 17

informal

Vehicle fires 14 3 7 11 5 21 61

Motor vehicle 52 8 7 32 18 52 189

Hazardous 1 00 0 00 1

chemical

spillage

Water related 0 00 0 00 0

incidents

Miscellaneous 29 2 9 24 12 7 83

TOTAL 249 48 78 114 113 153 755

Table: Incidents responded to during the 2020/21 financial year

3.6.4 STATUS OF THE UMDM FIRE SERVICES

Figure 28 below depicts the status of the fire services in terms of compliance

STATUS QUO: COMPLIANCE WITH THE
SANS AND OTHER PIECES OF LEGISLATION
Fire Engines
JANUARY - Fire Equipment (eg. Jaws
MARCH 2021
of life)
Manning levels
Fire Hydrants
Fire Stations
Fire fighter training
KJ K K K
New Hanover KZ 221 K L K
Howick KZ 222 KJ J L K
Mooi River KZ 223 K L K
Impendle KZ 224 KJ K L L K
Ashburton KZ 226 L
Richmond KZ 227 KJ K K L K
Good
KJ J K

KJ K

There is compliance with legislation. J
K
Progress in the implementation of the In progress L
requirements of the Act
There is no compliance with the legislation. Intervention required
Intervention is required

Comments: Shortage of staff in priority stations are of high concern as well as proper Fire

CHAPTER 4
DISASTERS THAT OCCURRED DURING THE YEAR

IN THE DDMC

4

INTRODUCTION

Coronaviruses are important human and animal pathogens. At the end of 2019, a novel
coronavirus was identified as a cause of a cluster of pneumonia cases in Wuhan. It rapidly
spread, resulting in an epidemic throughout China, followed by a number of increasing
cases in other Countries throughout the World.

4.1 DISASTER OCCURRENCES, CLASSIFICATION AND DECLARATION

During the year under review, uMgungundlovu District Municipality was and is still 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
disease of International Public Health Concern (IPHC) on 30 January 2020, it became
apparent that the District also needed to put measures in place to respond to the possible
threats that the virus posed. In February 2020, WHO further classified the virus that causes
Covid 19 as severe acute respiratory syndrome coronavirus 2 (SARS – COV 2).

As Covid 19 spread across the World, the first reported case in the Continent was not until
27 February 2020 in Nigeria, six days later, NICD confirmed the first case in South Africa,
ironically in uMDM, Ward 7 of uMngeni LM. Following an increasing number of cases, the
President, in his public address declared a national state of disaster on 15 March 2020
which was to last for three months but has been extended since then.

The situation then called for an extraordinary response and certain measures had to be in
place.

In order to understand the behavior of the epidemiological infections between the scenarios,
the population of the District Municipality with its socio-economic and other dynamics, which
include culture and tradition, needed to be understood as well as taken into consideration.
This will also assist the Municipality to sequence and phase its priority areas with a view to
deepening the fight against the COVID-19 pandemic whilst rebuilding the economy.

4.2 EFFECTS OF COVID 19

Since the first case was confirmed, the pandemic has had a devastating socio-economic
impact in the entire society. Daily lives have been profoundly changed, economies have
fallen into recession, and many of the traditional social, economic, and public health safety
nets that many people rely on in times of hardship have been put under unprecedented
strain. During the reporting period, the Disaster Management Centre conducted a risk
assessment which also outlined the profile of the District Municipality in terms of the
population density as well as the risk profile as far as COVID-19 infections and fatalities are
concerned.

Below are statistics of confirmed cases, deaths and the recovery rate as at 30 June 2021.

• The total number of diagnosed cases since 05 March 2020 to 23 of June 2021 is 37
952

• Total number of confirmed deaths is 1637;
• Total active cases is 614;
• Recovery rate is 94.1%;
• About 23 schools were affected both private and public; and
• The affected private schools closed early for the mid-year break due to the rate of

infections.

4.3 POSITIVE CASES PER LM

4.4 COVID 19 HOTSPOT AREAS IDENTIFIED PER LOCAL MUNICIPALITY

During the end of the reporting period, hotspot areas were identified as per the paragraph
below:

• Msunduzi LM continues to be the hotspot area with 80% cases in the uMDM;
• Most affected areas in Msunduzi include the following: Northdale, Eastwood,

Raisethorpe, Lincoln Meade, Montrose and Scottsville (wards:
25,26,27,28,31,34,35,&37); and
• uMngeni LM is the second hotspot in the District. Most affected areas include Hilton
and Balgowan where the 2 boarding schools are located.

Below are the identified hotspot areas throughout the District based on the risk assessment
exercise and socio – economic factors:

Figure 36: Map depicting areas with water challenges
Figure 37: Map outlining hotspot areas

4.5 STATUS SUMMARY

• The District continues to priorities active tracing of contacts across Local
Municipalities;

• Targeted mass screening & testing conducted in hot spot areas;
• Sub-district tracer teams are encouraged to stick to the expected target of 1:10 when

conducting contact tracing;
• Covid 19 clusters are identified around schools, risk assessment and contact tracing

have been intensified;
• Deep cleaning following confirmed cases monitored at schools by the School Health

Teams, EHP & District CDC & IPC Coordinators; and
• Cases from clusters in the mentioned schools residing in other Districts and

Provinces have been shared with relevant Districts and Provinces through the
Provincial Office.

4.6 ONGOING INTERVENTIONS

The DDMC works together with the Environmental Health services to supports the DoH in
the following:

• To priorities active tracing of contacts across LM’s;
• Targeted mass screening & testing conducted in hot spot areas;
• Sub-district tracer teams are encouraged to stick to the expected target of 1:10 when

conducting contact tracing;
• Covid 19 clusters are identified around schools, risk assessment and contact tracing

have been intensified;
• Deep cleaning following confirmed cases monitored at schools by the School Health

Teams, EHP & District CDC & IPC Coordinators; and
• Cases from clusters in the mentioned schools residing in other Districts and

Provinces have been shared with relevant Districts and Provinces through the
Provincial Office.

4.7 BUDGET REQUIREMENTS

The expenditure for the DDMC during the 2020/21 financial year is outlined in the table below.

BASIC Com NT1/PTA responsiv Govern COM005_2 Provisio Cluster Lightning R2 587 Coun
500,00 cil
SERVICE 19 e, ance n of lighting Resitance
DELIVER accounta quality rods Coun
cil
Y ble, basic installed
effective services in areas Coun
cil
and and prone to
efficient infrastru lightning Coun
cil
local cture
governm

ent

BASIC Com NT1/PTA Govern COM005_2 Provisio Prepared Public

SERVICE 20 responsiv ance n of ness, Awareness
DELIVER e, quality mitigation
Y accounta basic and rapid
ble, services response
effective and and
and infrastru recovery

efficient cture measures
local in place

governm

ent

BASIC Com NT1/PTA Govern COM005_2 Provisio Response Emergency
SERVICE 21 ance n of and Relief

DELIVER quality recovery
Y basic measures

services in place
and
responsiv infrastru
e, cture
accounta

ble,
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and
efficient

local
governm

ent

BASIC Com NT1/PTA responsiv Govern COM005_2 Provisio Flood Flood Early
SERVICE 22 e, ance n of analysis Warning

DELIVER accounta quality reports System
Y ble, basic complete

effective services d for
and and upscaling

efficient infrastru of flood
local cture early

governm warning
ent system

BASIC Com NT1/PTA Govern COM005_2 Provisio Compreh Information Coun
SERVICE 23 ance n of ensive Management cil
DELIVER quality informatio and
Y basic n Communicatio Munic
services managem n System ipal
and ent and Disast
responsiv infrastru communi er
e, cture cation Mana
accounta system in geme
ble, place nt
effective Grant
Basic Com NT1/PTA and Govern COM005_2 Provisio To Emergency R 80 000
Service 24 NT1/PTA efficient ance COM005_2 n of prevent , and Disaster R 75 000 Munic
Delivery NT1/PTA local COM005_2 quality rapidly Management - ipal
NT1/PTA governm Govern COM005_2 basic detect Disaster relief Disast
Basic Com NT1/PTA ent ance COM005_2 services and initiatives - er
Service 25 and effectively Procure PPE Mana
Delivery responsiv Govern infrastru respond to alliviate the geme
e, ance cture to spread of the nt
accounta COVID virus Grant
ble, Govern Provisio 19
effective ance n of outbreak Emergency Munic
and quality and Disaster ipal
efficient Govern basic Management - Disast
local ance services Disaster relief er
governm and initiatives - Mana
ent infrastru Procure PPE geme
cture to alliviate the nt
responsiv spread of the Grant
e, virus
accounta Munic
Basic Com ble, Provisio Emergency R80 000 ipal
Service 26 effective n of and Disaster Disast
Delivery and quality Management - er
efficient basic Disaster relief Mana
local services initiatives - geme
governm and Procure PPE nt
ent infrastru to alliviate the Grant
cture spread of the
responsiv virus Munic
e, ipal
Basic Com accounta Provisio Emergency R50 000 Disast
Service 27 ble, n of and Disaster er
Delivery effective quality Management - Mana
and basic Disaster relief geme
efficient services initiatives - nt
local Grant
governm and Procure PPE
ent infrastru to alliviate the
cture spread of the
responsiv virus
e,
Basic Com accounta Provisio Emergency R25
Service 28 ble, n of and Disaster 000,00
Delivery effective quality Management -
and basic Disaster relief
efficient services initiatives -
local and Procure PPE
governm infrastru to alliviate the
ent cture spread of the
virus
responsiv
e,
accounta
ble,
effective
and
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local
governm
ent

Basic Com NT1/PTA responsiv Govern COM005_2 Provisio Emergency R210 Munic
Service 29 e, ance n of and Disaster 000,00 ipal
Delivery Management - Disast
accounta quality Disaster relief er
Basic ble, basic initiatives - Mana
Service Procure PPE geme
Delivery effective services to alliviate the nt
and and spread of the Grant
Basic virus
Service efficient infrastru
Delivery local cture

Basic governm
Service ent
Delivery
Com NT1/PTA responsiv Govern COM005_2 Provisio Emergency R6 000,00 Munic
and Disaster ipal
30 e, ance n of Management - Disast
accounta quality Disaster relief er
initiatives - Mana
ble, basic
effective services Procure PPE geme
to alliviate the nt
and and spread of the Grant
efficient infrastru virus

local cture
governm

ent

Com NT1/PTA Govern COM005_2 Provisio Emergency R16 Munic
and Disaster 000,00 ipal
31 ance n of Management - Disast
quality Disaster relief er
responsiv basic initiatives - Mana
e, services Procure PPE geme
accounta and to alliviate the nt
ble, infrastru spread of the Grant
effective cture virus
and

efficient
local
governm

ent

Com NT1/PTA responsiv Govern COM005_2 Provisio Emergency R200 Munic
32 e, ance n of and Disaster 000,00 ipal
Management - Disast
accounta quality Disaster relief er
ble, basic initiatives - Mana
Procure PPE geme
effective services to alliviate the nt
and and spread of the Grant
virus
efficient infrastru
local cture

governm
ent

4.8 FUNDING ARRANGEMENTS FOR LOCAL MUNICIPALITIES

Local Municipalities have first-hand knowledge of their community's social, economic,
infrastructure and environmental needs, helping them to provide support during an incident.
The role of local government under the Disaster Management Act is to:

• have a disaster response capability;
• approve a local disaster management plan; and
• ensure local disaster information is promptly given to the District Disaster

Coordinator.

For the LM’s to achieve the above, the budget plays a big role, it is however the one aspect
that is ignored the most. Disaster management at most LM’s is the ‘unfunded function’ that
does not get paid much attention — a major worry as rapid urbanisation and climate change
starts to take their toll.

During the 2020/21 financial year, the Local Municipalities had budgeted as per the table
below:

MUNICIPALITY BUDGET COMMENTS
Mshwathi ALLOCATION
Impendle R 500 000 The budget has been
Mpofana R 500 000 reviewed to R 600 000 for
uMngeni R 390 000 the 21/22 financial year.
Msunduzi R 500 000 The budget is minimal and
R 4 115 130 has not been reviewed for
Mkhambathini the next financial year.
Richmond R 500 000 The budget is minimal and
R 500 000 has not been reviewed for
the next financial year.
The budget is minimal and
has not been reviewed for
the next financial year.
The budget includes
salaries and of that
allocation, only R615 000 is
available for emergency
response.
The budget has been
reviewed to R900 000 for
the 21/22 financial year.
The budget is minimal and
has not been reviewed for
the next financial year

4.9 COVID 19 GRANT FUNDING ALLOCATION

During the 2020/21 financial year, the uMDM and its family of Municipality benefited as
follows from the Covid 19 grant funding:

MUNICIPALITY ALLOCATION STATUS
uMGUNGUNDLOVU R 890 000 Depleted
IMPENDLE R 854 000 Depleted
MKHAMBATHINI R 745 000 Depleted
MPOFANA R 745 000 Depleted
UMNGENI R 1 460 000 Depleted
UMSHWATHI R 953 000 Depleted
MSUNDUZI R 1 192 000 Depleted
RICHMOND R 745 000 Depleted

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

FRAMEWORK

5

5.1 CHALLENGES IN IMPLEMENTING THE DISASTER MANAGEMENT AND FIRE
SERVICES LEGISLATION

CHALLENGE INTERVENTION
Proper fire stations need to built Interventions underway

More staff needed, all vacant Interventions underway
position to be filled
Interventions underway
More equipment needed Provision for this are made on the approved
organisational structure
Need to employ two (2) additional Provision for this are made on the approved
training officers organisational structure
Need another two (2) fire Recommendations forwarded to Management
prevention officer
Require more advanced training to Recommendations forwarded to Management
be provided
Insufficient fire hydrants in all 6
Municipalities that are serviced by
uMDM

5.2 THE WAY IN WHICH THESE PROBLEMS WERE ADDRESSED

It is noteworthy that there had been challenges in both the Disaster Management and the
Fire service of uMDM, specifically with regards to human capacity and equipment. During
the period under review, uMDM, having acknowledged its non-compliance with both these
services standards achieved the following:

• Appointed the Manager: Disaster Management Operations on an acting capacity;
• Employed five (5) additional Firefighters;
• Procured four (4) new additional fire engines;
• Each of the fire stations in the six (6) Local Municipalities now has two vehicles at

each station; and
• The reviewed organizational structure was adopted by Council to ensure

compliance henceforth.

Figure: Her Worship the Mayor, Cllr Thobekile Maphumulo and Ms TC Ndlela, HOD: Community Services, during
the handover of the procured fire engines

Figure: Reviewed organisational structure for Fire Services

5.3 RECOMMENDATIONS OF THE DISASTER MANAGEMENT CENTRE

• That all vacant positions in both the fire services and disaster management be filled;
• That funding for the construction of a fully-fledged DMC be made available;
• That procurement of the emergency centre software be expedited;
• That sufficient funding be allocated for training, fire equipment and building fire stations;
•
• That based on its size, the Howick fire station requires the following:

▪ 1 x grass fire vehicle with 500 water tank;
▪ 1 x 10000 water tanker;
▪ 1 x hazmat chemical response vehicle; and
▪ A total of 31 staff required.

• That the Ashburton fire station requires the following:

▪ 1 x 10000 litres of water; and
▪ A total of 12 staff required.

• That Impendle, Mooi river, New Hanover and Richmond fire stations should have the
following:

▪ 1 x grass fire vehicle (500 litres of water per station); and
▪ A total of 10 staff required per station.

• That the issue of fire hydrants be addressed as a matter of urgency, especially in the rural
areas; and

• That at least one (1) fully fledged fire station be built each year.

CHAPTER 6
PROGRESS MADE WITH THE
PREPARATION OF DISASTER

MANAGEMENT PLANS

6

6.1 LEGISLATIVE REQUIREMENTS

LEGISLATION OBJECTIVE
DISASTER MANAGEMENT Section 52(1) - requires Municipalities to prepare
ACT, ACT NO 57 OF 2002
disaster management plans. Section 28 and 42 of the

act further state that each district municipality must:
• establish and implement a disaster risk management
policy framework;
• the framework must be consistent with that of the

national and provincial disaster risk management

centres; and
• must be developed in consultation with municipal
entities operating in the area of jurisdiction

THE MUNICIPAL SYSTEMS Section 43 (3) dm amendment act 16 of 2015 - requires
ACT NO. 32 OF 2000 local municipalities to build capacity for development
and implementation of disaster management plans.
Requires all Municipalities (Metropolitan, District and
local authorities) to undertake an integrated
development in planning process to produce currently
relevant IDPs. Section 26 (g) of Municipal Systems Act
No. 32 of 2000, requires the IDP to reflect an applicable
Disaster Management Plan;

Section 78 stipulates that in case where a municipality
decides to provide a service through internal
mechanism, it must assess direct and indirect costs
and benefits associated with the project, assess
municipal capacity and its future capacity to furnish
skills, expertise and resources required, as well as re-
organisation of its administration and development
human resource capacity. In addition, Section 79 states
that if a municipality decides to provide a municipal
service through an internal mechanism mentioned in
section 76(a),
it must-
• Allocate sufficient human, financial and other resources
necessary for the proper provision of the service.

6.2 PLANS SUBMITTED TO THE PDMC AND NDMC

The following plans were prepared and submitted to the PDMC during the reporting
period:

Table: Plans prepared during the 2020/21 financial year

PLAN KPI

Winter and summer season • Ward based risk assessment and analysis;

contingency plan Prevention, mitigation and preparedness measures to

be implemented such as safety awareness, fire

breaks, lightning rods etc;
• Resource capacity (personnel, equipment, relief stock

etc);
• Recruitment and training of volunteers & their role
• Role of other sector departments and other relevant

stakeholders; and
• Budget outline for the plan.

Sector plan • Reviewed risk profile and risk maps for inclusion in

both the Integrated Development Plan (IDP) and

Spatial Development Frameworks (SDF);

• Reviewed climate change related risks for inclusion in

both the IDPs and SDFs;

• Projects and initiatives that focus on disaster risk

reduction must be included in IDPs;

• Disaster Risk Reduction (DRR) projects must be

funded through IDP processes & from own budgets

• DDR Projects must be reviewed annually and

included in the IDP; and

• budget for the implementation of uMDM disaster risk

management & Fire Services Programmes.

Covid 19 response plan • Facilitate the mobilization of all spheres of

government, sectors and communities to ensure that

every sector of government and society takes

ownership of and participates in the response and in

preventing cases through hand hygiene, respiratory

etiquette, and individual-level physical distancing;

• Coordinate disaster response process in collaboration

with relevant organs of state;

• Monitor, report, evaluate the impact made within the

affected areas, and facilitate intervention measures

where necessary; and

• Lobby political support to lead the response and

recovery efforts within communities.

uMshwathi Disaster All potential hazards identified in the District;
Management plan All potential risks assessed and prioritised;

Contingency plans drafted on all identified priority
risks;
Detailed DMPs drafted by the District Municipality
departments; and
Detailed DMPs drafted by the Local Municipalities
within the District.

6.3 AN EVALUATION OF THE IMPLEMENTATION OF SUCH PLANS

The following was taken into consideration to ensure that all the plans listed on table
above are implementable:

6.3.1 BUDGET

The Disaster Management Centre designs and implement programmes which provisions
have been made on the SDBIP and those respond specifically to complex and changing
contexts. Funding allocations are flexible enough to allow programmes to be adjusted in
order to address such situations in the most relevant way. Funding for disaster risk reduction
reflects real risks and is directed to where it is needed most, focusing on identifying and
assisting those most vulnerable to disaster risk, including addressing root causes of their
vulnerability. This means that high-risk groups in most disaster-prone areas should receive
more funding. At the same time, the DRR funding should seek to draw in and capitalise on
local resources, for example securing Government commitment to maintain early warning
systems. It can also help create the local demand for relevant DRR measures which
supports continued government engagements.

6.3.2 KEY PERFORMANCE INDICATORS

The Disaster Management Centre achieved the following outcomes during the reporting
period:

• Develop and implement mechanisms and methodologies to monitor the
effectiveness of disaster risk reduction initiatives;

• Document evidence of risk reduction programmes and projects have been
consolidated by the head of the centre and have been included in this report;

• Information on risk reduction programmes have been made available on the
Municipality’s website;

• Integrating disaster risk reduction plans into other developmental plans; and
• The Head of the Centre has ensured that response and recovery plans and disaster

risk reduction plans, programmes and projects are incorporated into IDPs, spatial
development frameworks, environmental management plans and other strategic
developmental plans and initiatives in the District and the Local Municipalities within
the District.

6.3.3 RESPONSE CAPACITY

The DMC has all the required strengths in terms of human capacity, attributes and
resources available to manage and reduce disaster risks and strengthen resilience.

CHAPTER 7
MUNICIPAL COORDINATION

7

7.1 THE ROLE OF THE DISASTER MANAGEMENT FUNCTION IN THE
IMPLEMENTATION OF THE DDM

Chapter 5 of the Disaster Management Act (Act 57 of 2002), as amended in 2015, clearly
defines the requirements that Municipalities have to undertake in order to fulfil their disaster
management obligations. uMDM has a functional Disaster Management Centre, with the
Head appointed, Ms LP Serero. The Head of the Centre is supported by seven Disaster
Management Field Officers who are strategically allocated to Local Municipalities to ensure
the fulfilment of the Disaster Management mandate as per KPAs and Enablers. The Officers
offer technical support to the Local Municipalities and fulfil all the requirements set in the
job descriptions and the uMDM SDBIP. Figure depicts how the organisational structure of
the district disaster officers is set and their primary responsibilities.

The area of jurisdiction of uMDM is prone to different types of disaster hazards ranging from
natural and human induced. Whilst natural disaster hazards cannot be prevented, it is of
paramount importance to ensure that initiatives and/ or measures are put in place to mitigate
the effects of such natural phenomenon.

Human induced disaster hazards are by all possible means preventable and hence the
Municipality is very vigilant to such phenomenon and has further put in place drastic
measures and / or programs in place to effectively prevent such hazards from happening
and where it happens that, such hazards do occur, effective response systems get activated
to deal with such.

One of the most fundamental issues in disaster management is that of ensuring that disaster
management Centre’s act as repository and conduits of information and building capacity
at a community level with the effort of building disaster resilient communities. The area of
jurisdiction of the Municipality has traditional leaders, which therefore places indigenous
knowledge information at the centre stage of disaster management in terms of incorporation
whenever a risk assessment is done in terms of key performance area 2 of the disaster
management framework. Ideally, the traditional leaders should also be represented in the
Disaster Management Advisory Forum, however, such is currently not the case.

uMDM endeavours to ensure compliance with all disaster management statutory prescripts
including the constitution of the republic, which is an overarching legislative document in
the country, with the purpose of ensuring a safe environment and building resilient
communities whilst reducing disaster vulnerabilities.

The Municipality strives to promote a continuous and integrated multi-sectorial, multi-
disciplinary process of planning and implementation of measures aimed at:

• Preventing or reducing the risk of disasters;
• Mitigating the severity or consequences of disasters;
• Emergency preparedness;
• A rapid and effective response to disasters; and
• Post –disaster recovery and rehabilitation.

As indicative above, the following projects achieved in the period under review are
testimonies that uMDM is hard at work with special emphasis in prioritizing disaster
management issues:

• Development of a business plan for the construction of a fully-fledged Disaster
Management Centre;

• Reviewal of the DRMP;
• Disaster Management Advisory Forum;
• District wide disaster Risk Assessment;
• Disaster Risk Reduction programmes;
• Disaster Response and Recovery;
• Information Management and Communication;
• Education, Training, Public Awareness and Research; and
• Funding Arrangements for Disaster Risk Management.

7.2.1 DISTRICT DISASTER MANAGEMENT ADVISORY FORUM

The Advisory Forum is the body in which the uMDM and relevant disaster management
role-players consult one another and coordinate their actions on matters relating to disaster
management in the Municipality. The forum schedule its meetings quarterly, which translate
to one (1) meeting in three (3) months. The effectiveness and sustainability of meetings on
quarterly basis has seen the implementation of disaster management issues evolve from
being reactive to be more proactive with more emphasis on prevention and mitigation of
hazards.

The uMDM Advisory Forum is chaired by the Head of the Centre who is quite experienced
and has a deep understanding of the disaster risk management function. Different sector
departments, non-governmental organizations and the private sectors are represented in
the Forum.

The representation if the disaster management advisory forum for uMDM is as follows:

NO STAKEHOLDER ROLES AND RESPONSIBILITIES CONTACT

PERSON

1 The • The Mayor & Municipal Council declares a state o•f Municipal

Mayor/Municipal local disaster. Manager &

Council • Mobilise resources for disaster response & recovery Mayor

• Receives and considers reports with regards to
disaster risk management.

2 Municipal • The Municipal Manager is responsible fo•r Municipal
Manager governance in the Municipality, including effective Manager

disaster risk management.

• Mobilise resources for implementation of the plan

3 Municipal • To provide expertise and technical informatio•n Technical

Departments pertaining to their line function departments services HOD
• Technical
• Community • To act as leading agencies in dealing with certai•n Community
• Corporate services HOD
• Finance hazards that require technical skills
• Cooperate

services HOD

• CFO

District Disaste•r Point of coordination for Disaster Management • HDMC

4 Management • Ensure development of Disaster Management plan•s Manager

Centre and monitoring the implementation thereof IDP/PMS)

• Conduct risk assessment for the area of jurisdictio•n Disaster Risk
Management
of the municipality in consultation with all relevant practitioners
role players

• Promote prevention, mitigation and response
initiatives by municipal organs of state, non-

governmental organizations and communities in the
area of jurisdiction.

• Measure performance and evaluate progress of

initiatives

• Facilitate the activation of Joint Operation Centre
whenever a need arises

• Make referrals to other sector departments

• Plan and execute awareness campaigns

5 Traditional • To ensure that traditional values and indigenou•s Amakhosi
Leaders information is also forms part of disaste•r Izinduna

management planning in the municipal area.

6 South Africa•n To provide advices on weather patterns an•d Regional
Weather Service cascade early warning systems as part of ensuring Manager

state of preparedness; and

• Provide weather forecasting services

7 SASSA • To make provision of the different types of grants to

needy communities • District

• To also provide relief such as food vouchers and/or Manager

groceries

8 Home Affairs • To ensure that communities receive officia•l District

documents; and Manager

• To control illegal emigration of people to and from
the South African Borders.

9 South Africa•n Responsible of regulating liquor licenses in the are•a Local Area
Liquor Authority • Attend to all liquor related complaints and ensure Manager

that they are resolved timeously

10 uMgungundlovu • Provide coordination and technical support to th•e Head: DDMC

District Disaster municipality. Lindiwe Serero
Provide disaster management planning • Makhosi
Management • Provide disaster risk reduction programmes
Provide disaster response measures Gwala
Centre • • Mthoko

• Mthembu

• Sihle Mtshali

• Mbuyiseni

Zuma

• Dennis

Mbanjwa

• Siya

Makhathini

• Zwe Mbhele

11 uMgungundlovu • Ensure environmental protection • Nompumelelo

Environmental • Food safety Chapi

Health • Water safety

• Emergency shelters

• Waste and excreta disposal

• Personal hygiene

• Vector control

• Disposal of dead

• Infectious diseases

• Dangerous good

• Environmental pollution

12 uMgungundlovu • Provide bulk water and reticulation system • Royal Nzuza

Water an•d Provide planning and engineering services

Sanitation • Provide sanitation services

• Water infrastructure maintenance

13 Provincial Disaste•r To provide coordination and technical support t•o Head: PDMC

Management municipalities: Sbo Ngema

Centre • Provide disaster management planning • Thokozani
• Provide disaster risk reduction programmes Vilakazi
• Facilitate declaration of a disaster
• Skhumbuzo
Majola

• Provide capacity building initiatives

• Provide disaster response measures

14 SA Red Cross • To provide disaster response measures such a•s District
humanitarian aid to disaster victims (blankets, Manager

temporal shelter, soup kitchen etc)

• Render first aid and home based care

• Provide trauma counselling

• Restoring and reuniting families

• Conduct community awareness campaigns

• Act as link to government services

• Provide training programmes

15 Al-Imdaad • To provide disaster response measures such a•s Regional
Foundation
humanitarian aid to disaster victims (blankets, Manager:

temporal shelter, soup kitchen etc) Abed Karim

• Act as link to government services

• Provide advocacy for social cohesion

• Coordinate & provide international missions

• Provide drought interventions

• Support community development initiatives

16 Gift of the Givers• To provide disaster response measures such a•s Managing

humanitarian aid to disaster victims (blankets, Director:

temporal shelter, soup kitchen etc); Dr Sooliman

• Provide search and rescue services;

• Provide medical support;

• Act as link to government services; and

• Coordinate & provide international missions.

17 Community Base•d To provide both physical and emotional suppo•rt Mthunzi

Organizations during difficult times to victims. Nzama

(Pastors

Association)

18 Eskom • To provide technical information on electricity safet•y Area Manager
and disaster risk reduction;

• Conduct community education and awareness; and

• Provide emergency response to disaster affected

areas.

19 South Africa•n Maintain peace and order; • Brigadier
Police Services • Provide intelligence services; Gwala

• To ensure safety and security;

• Investigate criminal activities;

• Deal with bomb threats & hostage situations;

• Serious and violent crimes;

• Chemical incidents;

• Chemical spillage;

• Apprehend people in conflict with the law;

• Support justice system for prosecution;

• Prevent any criminal activities from occurring e.g.,
looting and theft of food, rations, water;

• Conduct search and rescue operations;

• Crowd control and assess control

21 Fire Service•s To ensure fire safety communities (Conduct fir•e Sydney

(Structural and safety inspections, community awareness, create Govender

Veld/Forest fires) fire breaks); (uMDM fire
• Ensure safety of farmers and landowners; services)
• Technical advice on veld fire management; • Terry Tedder
(Fire

• Conduct fire investigations; Protection

• Enforce fire regulations and bylaws; Association)

• Provide emergency response; and • Sifundo
• Conduct fire drills. Sithole
(Working on
Fire)

23 Department o•f Is a primary agency responsible for biologica•l Dr T Zulu
Health: Primary disasters and epidemics;
Health Care • Provide first aid, health and medical care,

ambulance arrangements;

• Provide preventive steps for other diseases, record
of dead persons, mobile clinics and supply of

medicines; and

• Promote awareness of outbreaks.

24 Department o•f Provide emergency medical rescue services; • Area Manager

Health: • Provide patient transportation service; and

Emergency • Provide Arial medical rescue services.

Medical Rescue

Service

25 Department o•f Provide transportation for the deceased; • Area Manager

Health: Forensi•c Perform post mortem services; and

Pathology • Manage mortuary services.

services

26 Department o•f Department of Transport’s Road Traffic Inspectorat•e District
Transport is responsible to monitor traffic flows and the effect Manager

of adverse weather conditions;

• Monitoring road conditions (bridges washed away
etc.);

• Removing of debris from all roads is implemented

and monitored by DOT;

• Road maintenance;

• Reconstruction and rehabilitation of roads;

• Identify a safe alternative; and

• To make provision of measures to prevent motor
vehicle accidents.

27 Department o•f Provision of food parcels; • District

Social • Psychosocial support services to affected families; Manager

Development • Bereavement counselling where necessary;

• Placement and displaced children to place of safety;
and

• Reunification services of families and family

members.

28 Telkom • Install communication lines; and • Area Manager

• Provide emergency response to disaster incidents.

29 SPCA • Protection and care for animals which include wild•, District

equine, farm and domestic animals Manager

30 Municipal Traffi•c Traffic law enforcement duties; • Traffic
department • Road safety campaigns; Managers

• Traffic management;

31 RTI • Monitor status of major roads throughout province;• Provincial
• Assess road conditions and close when unsafe for Inspector

traffic;

• Assess road conditions and re-open when safe for
traffic;

• Channel traffic via a safe alternative; and

• Manage accident site (cordon-off, control traffic.).

32 Transnet • Promote safety of the public and employees; • Judith
• Protection of property; Maluleka

• Protection of the environment;

• Restoration of the pipeline to normal operating
conditions as soon as possible after the incident;

• Transporting goods; and

• Servitude pipelines.

33 Umgeni wate•r Provide bulk water to communities, farmers an•d District

(Mearns dam/ businesses; Manager

Spring groov•e Promote education and awareness;

dam) • Provide emergency response and recovery; and

Emergency Coordinator/ Evacuation Controller/ Fire
warden, SHEQ Coordinator, Security Officers, First

aiders

34 N3TC • N3TC Snow Preparedness; • Praveen
• Early warning; Sunderlall

• Rescue plan;

• Graders operations;

• Plaza operations;

• Traffic accommodation;

• JOC operations; and

• N3TC capacity.

35 Department o•f Water and sanitation infrastructure maintenance•, District

Water and facilitation and implementation of water and Manager

Sanitation sanitation projects and issuing of water licencing;

• Identification of communities in flood zones;

• Monitor status of other major dams throughout

province;
• Monitor catchment’s saturation conditions, surface

water levels, stream flow conditions; and

• Runoff and Flood water diversion storage.

36 Human • Implementing housing projects and respond t•o District
Settlements disaster housing reconstruction and rehabilitation. Manager

37 Agriculture: • Training/Skills Development for extension worker•s Area Manager
Extension and farmers;
Services
• Monitor status of Farm Dam levels;

• Update of crop, soil, livestock and agriculture
conditions; and

• Conduct pest and disease surveillance.

•

38 Agriculture: • Conduct Epidemiology/disease surveillance; • Area Manager
Vet Services • Conduct parasite surveillance; and

• Co-ordination of disposal of dead carcasses.

39 Agriculture: • Disposal of dead carcasses; and • Area Manager
Engineering • Assess agricultural infrastructure damage.

40 Agriculture: • Focussing on social disruption such as roa•d Petrus Manns
Disaster blockages, business continuity, forestry, farmin•g Karen Yardley
Management
and agricultural activities etc;

• Assess losses and damages Impact/damage
information: loss of life and injury, infrastructural

damage, livestock losses, estimated Rand value of
damage;

• Identification and demarcate areas affected by

severe convective storms;

• Propose intervention; and

• Coordinate response and recovery for affected
farming communities.

41 Rural • Facilitating land issues/ land ownership and als•o District

Development provide assistance on mitigating fires in the farming Manager

zone.

42 Department o•f Evacuation places for emergency; • District
Education • Coordination of response and recovery; Manager

• Conduct inspection of damages; and

• Coordinate school infrastructure rehabilitation.

43 Department o•f Ensure safety rules in sports events activities; and• District

Sport an•d Promote sports and active communities. Coordinator

Recreation

44 Organised • Liaison and co-ordination with farmers; • Leaders

Agriculture • Assist with data collection;

(KwaNalu, NAFU•, Participate in the JOC; and

AFASA, TAU•, Assist with coordination of response and recovery
Agri-SA, etc.)

It should however be noted with concern that during the reporting period, there has been a
steady decline in attendance of meetings by the following sector Departments:

• Department of Health;
• Department of Education;
• Department of Social Development;
• Department of Transport;
• South African Police Services;
• Department of Home Affairs; and
• Department of Human Settlements.

The District has been in discussion with the PDMC to try and revive the stakeholder
attendance and individual letters will be addressed to the various stakeholders by the PDMC
to try and strengthen participation in the Advisory Forum. A positive outcome is expected
going forward.

7.2.3 DISTRICT DISASTER MANAGEMENT PRACTITIONERS’ FORUM

The District Disaster Risk Management Practitioners Forum has been established and
comprises of all seven (7) Local Municipalities as listed below:

• Mshwathi LM;
• Mngeni LM;
• Mpofana LM;
• iMpendle LM
• Msunduzi LM;
• Mkhambathini LM; and
• Richmond LM.

The Practitioners Forum scheduled four quarterly meetings during the period under
review. The last meeting was held on June 2021.

7.2.4 FIRE SERVICES TECHNICAL TASK TEAM

The uMDM Fire Services Technical Task Team was established in 2017. Currently the
said Committee is non functional and requires resuscitation.

7.2.5 MUNICIPAL COVID JOINT OPERATIONS COMMITTEE

The Disaster Management Centre established a Covid JOC and it should be noted that the

Committee is functional, however, there is room for improvement in terms of frequency of

meetings as well as stakeholder participation. The figure below lists role-players as well as

their responsibilities.

ROLEPLAYER RESPONSIBILITY

Department of Health Covid 19 statistics and protocols

Department of Social Status of homeless shelters, distribution of food

Development parcels and provision of Covid 19 grants

Provincial Disaster Management Guidelines and regulations

Centre

District Disaster Management Mitigation strategies

Local Disaster Management Coordination of role players

District Environmental Health Hygiene protocols and compliance

Services

South African Police Service Law and order

Compliance

Traffic Department Law and order

Compliance

uMgungundlovu Water and Water shortages and interventions

Sanitation Services

EDTEA Business inspections

EDTEA Status of cemeteries and crematoria and

incineration control

Waste Management Waste collection

SIGN OFF BY THE HEAD OF DISASTER MANAGEMENT CENTRE

“Disaster Management is everybody’s business”
We live in a fast-changing global environment where peril and risk to human society
abound. Disaster has the ability to maim and kill people. They destroy property and the
environment. Yet, disasters occur and re-occur with lasting detrimental consequences.
The enormity of the disaster problem today and in the foreseeable future calls for a more
proactive approach that ensures effective disaster reduction at all levels towards
sustainable development.
Though one must always remember that it is not always possible to eliminate a risk,
extensive experience and practise in the past have demonstrated that the damage caused
by any disaster can be minimized largely by careful planning, mitigation and prompt
action. We would like to further invite relevant stakeholders to join in contributing to
Disaster Risk reduction. Disaster Risk Management is and will always be everybody’s
business.
The purpose of the disaster risk management plan is to enhance the capacity of the
Municipality to prevent and to deal with disaster and to avoid developments which are
subject to high risk of disaster. The Disaster Management Plan is to be seen as an
information guide to the relevant role players. It shall advise the role players how to lead in
case of a disaster to prevent or at least mitigate negative effects on the District.
The plan will be the basis to establish procedures which will assure maximum and
efficiently utilization of all resources in and around the District to minimize the loss of life
and/or injury. With a comprehensive DMP (Disaster Management Plan), District
Municipality will be better prepared to support the local communities in dealing with
disasters and to speed up the recovery process. It is crucial to have effective and efficient
Disaster Risk Management to save lives, prevent escalation of emergencies and incidents
and relieve suffering.

MS LP SERERO
HEAD OF DISASTER MANAGEMENT CENTRE

Report submitted by: _____________________
Date :
Signature:
________________________ ______________________
Name Date:

Report analysed by: _______________________
________________________ Date:
PDMC:

________________________
NDMC