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COMMUNICATION STRATEGY
OKHAHLAMBA LOCAL MUNICIPALITY
2014/2015
2014/2015
Suraya Asmal
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1. BACKGROUND
Okhahlamba Local Municipality is located within the uThukela District Municipality, which is
one of the ten district municipalities in the Province of KwaZulu-Natal. It was established during
the 2000 transformation of local government and is located along the eastern boundary of the
province, bordering the Free State and Lesotho. Okhahlamba municipality is one of the five
Local Municipalities that fall under the uThukela District.
The five local municipalities include:
 Okhahlamba Local Municipality;
 Indaka Local Municipality;
 Emnambithi Local Municipality;
 Umtshezi Local Municipality;
 Imbabazane Local Municipality.
Okhahlamba Local Municipality is located on the Western edge of uThukela District.
Emnambithi borders it to the northeast, Umtshezi to the east, Imbabazane Local Municipality to
the southeast and Lesotho to the west. The municipality covers an area of approximately 3
543.63 km2 and houses 14 wards. It is the largest local municipality in the district. There are
three Traditional Authority areas within the Okhahlamba Local Municipality, namely the
Amazizi, Amangwane and Amaswazi Traditional Authorities (indicated in the map below). The
Amazizi Traditional Authority is located to the west of the municipality at the foothills of the
Drakensberg Mountains. The Amangwane is a larger Traditional Authority area is located from
the western boundary towards the eastern boundary along the foothills of the Drakensberg. It
incorporates the Mnweni Valley, which is the only area of the Drakensberg that is not under
regulation by Ezemvelo KZN Wildlife.
Okhahlamba Local Municipality is characterised by its major spatial feature, the Drakensberg
Mountains. These mountains are also known as the ‘Barrier of Spears’ (uKhahlamba) from
which the name Okhahlamba is derived. They serve as a barrier separating KZN from Lesotho
province. These mountains have been recognised on an international level as a heritage site
with its wealth of biodiversity and its sheer natural beauty. These attributes have therefore
contributed to the nature and character of the whole municipality.
2. REVIEW OF COMMUNICATION OF THE PREVIOUS YEAR 2011/2012
The Local Municipality has never had an approved communications strategy, or a functional
communications unit. It has had ad hoc communications activities taking place within the
municipality.
3. CONTEXT
The communication strategy developed will serve for a duration of three years (2013 – 2016), and will
be reviewed annually. The mandate of the municipality derived from the SONA, SOPA, SODA, Municipal
System and Structures Act, the National Development Plan and Strategic Frameworks.
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4. ENVIRONMENT
In respect of the demographic indicators, Okhahlamba experienced a negative growth between the
2001 and 2011 period, with the population decreasing from 137 924 in 2001 to 132 068 in 2011. This
accounted for a -0.43 negative annual growth rate and could be attributed by amongst others outward
migration of people moving to other neighbouring municipalities in search of better living standards and
greener pastures. Key population statistics are depicted below:
2001
2011
Population Size
137 924
132 068
Population Growth
2.89
-0.43
Number of Households
Males per 100 Females
Dependency ratio per 100 (15 – 64)
Age Profile
>15
26 756
86.6
84.7
15-64
64<
>15
27 576
87.5
79.0
15-64
64<
41.1
54.1
4.8
39.2
55.9
4.9
The age structure of the Okhahlamba Local Municipality indicates that the majority of the population is
made up of individuals ranging from ages 0-35 (youth) and little ranging between 64 and 100. In 2001,
41.1% of the population were individuals under the age of 15 and in 2011, there was a decrease in this
age group to 39.2%. The 15-64 age group experienced an increase between 2001 and 2011, growing
from 54.1% to 55.9%. The older age group (64<) also increased from 4.8% to 4.9%.
The municipality is located in rural northern KwaZulu-Natal. It is situated at the foothills of the
Drakensberg Mountains. The public perception of the municipality is relatively negative. The media have
a strong working relationship with the municipality and often engage with the municipality with regards
to events, and service delivery-related issues raised by the general public. The media consists of
predominantly print, community newspapers. The uThukela District are in the process of establishing a
community radio station, however, due to the mountainous terrain, challenges exist with securing
access to the broadcast frequencies for the radio station.
The municipality borders Lesotho and as a result there are a significant number of Sotho speaking
people in the area. There exists a drug trade between Lesotho and Okhahlamba and stock theft is also
problematic within the municipal region.
The area has a large youthful population, high illiteracy levels, high HIV/Aids infection rates, high
unemployment rates, with a large proportion of the population being dependent on social grants, and
increasing crime rates – predominantly violent crime.
The municipal region has a general lack of infrastructure, and problems exist with regards to accessing
areas. The terrain is mountainous, and service delivery to all areas sometimes proves challenging. There
are challenges surrounding access to clean water, and serious challenges around sanitation and
cleanliness issues.
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The forces at play in this municipality include Farmers Associations, Tourism Associations, Rate Payers
and Business Associations.
There is no outright majority in terms of a specific political party that governs the municipality. It is a
coalition-led municipality with a delicate balance between the dominant parties in the area, namely: the
ANC, NFP and IFP.
5. STRATEGIC EMPHASIS
The Long term Vision of the Okhahlamba Local Municipality hinges around the creation of an
enabling environment for the different sectors such as agriculture, tourism, education, health,
commerce and trade, etc. It also ensures for commercially viable and sustainable livelihoods
where local and socio economic development is optimised for optimal benefit. Okhahlamba
Municipality is entirely committed to the attainment of this vision. This vision will enhance the
municipality’s performance and work ethics.
The municipality intends to actualize this vision by focussing on the following strategic
objectives:
 Good governance and public participation
o To enhance and implement systems and procedures towards accountable local
governance.
 Service delivery and Infrastructure
o To improve service delivery and facilitate the provision and maintenance of new
and existing infrastructure.
 Municipal Transformation and Organisational development
o
To transform and develop institutional capacity to create an efficient organization.
By 2030, Okhahlamba strives to be a prosperous area anchored on the preservation of its World
Heritage Site with its citizens enjoying a high quality of life.
The municipality’s is to create an enabling environment which will unlock and exploit all the economic
opportunities in the region in order to uplift the quality of life of the people.
Key projects include:
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The Bergville Sewer System Upgrade
Rural Infrastructure Development
Electrification of Rural Areas
Construction of a Vehicle Testing and Disaster Management Centre; and
The Upgrading of Hawker Stalls in Bergville
6. COMMUNICATION OBJECTIVES
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Establishment of a dedicated communications department to handle all P.R responsibilities
Engage with staff
Engage with public
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Improve public image of the municipality through information dissemination regarding projects,
updates and achievements
Creation of municipal newsletter and revamping of website and social media opportunities
Improve service delivery through incorporating public ideas, opinions and suggestions
7. COMMUNICATION CHALLENGES
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Poor network and reception for mobile phones, radio frequencies and television broadcasts
which curtails communication platforms
Inaccessibility of the area
High illiteracy rates
Budget constraints
Insufficient communication personnel and resources such as branding and marketing material
and technological equipment
Lack of internal communication flow
8. MESSAGES AND THEMES
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Together we can do more
9. MESSENGERS
Our political principals are the chief spokespersons of government.
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Mayor
Deputy Mayor
Speaker
Municipal Manager
As delegated by municipality
Third party endorsers
 Amakhozi,
 renowned businessmen
 Local Celebrities
10. COMMUNICATION CHANNELS
INTERNAL:
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Notice Boards
Internet
Internal newsletters
Meetings
Briefings
Intranet
Plasma Screens
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CD roms and other promotional materials
Bulk SMS Systems
EXTERNAL:
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Web-page on www.okhahlamba.org.za, and www.gov.za
Newsletters
Media: electronic and print
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Print and Electronic media
CDWs
Billboards
Bulk SMS Systems
Loud hailers
11. STAKEHOLDER SEGMENTATION
Purpose: To inform stakeholders/partners
INTERNAL:
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Public servants
National departments
Parastatals
Municipalities
Provinces
EXTERNAL:
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Private sector
Civil society
Organised labour
Sectorial groups
Faith-based organizations
The media
Farmers
Tourism Establishments
Taxi Association
Traditional Authorities
Consumers
Academics
International audiences
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12. STAKEHOLDER ENGAGEMENT STRATEGY
Purpose: To inform stakeholders/partners
Target audience of
communications
strategy
Priority issue
Desired outcome
Bergville Sewer
System Upgrade
Raised awareness Farmers
about the
importance of
agricultural
biodiversity on
environmental and
human health,
leading to changed
Consumers
behaviour
patterns.
Key message to be
communicated
Tools
The value of
changed cultivation
practices for
increased longterm crop yields
and thus increased
outcome
Meetings
The value of eating
a diverse diet for
good health
Print and
Electronic media
CDWs
Billboards
Loud hailers
Bergville Sewer
System Upgrade
Reassuring of
municipality’s
commitment to
upgrade
Ratepayers
Keeping the
Municipality clean
and health-hazard
free.
Bulk SMS,
Insert into bills,
Community
Meetings
Print and
Electronic Media
Newsletter
Social Media
Rural
Infrastructure
Development
Mobilize
communities
around a sense of
ownership
Communities
Together we can
enjoy the benefits
of rural facilities
Community
Meetings
Print and
Electronic Media
Newsletter
Social Media
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Electrification of
rural areas
Reassuring
communities that
they will get
electricity
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Communities
Making life easier
for people in rural
areas
Community
Meetings
Print and
Electronic Media
Newsletter
Social Media
Construction of a
vehicle testing
centre
Encourage usage
of the facilities
once they’re
established
General Public
Making our roads
safer, with licensed
drivers
Bulk SMS
Community
Meetings
Print and
Electronic Media
Newsletter
Social Media
Upgrading of
Hawker Stalls
Encourage usage
of the facilities
once they’re
established
Hawkers
General Public
Keeping the town
neat while
providing facilities
for hawkers
Bulk SMS
Community
Meetings
Print and
Electronic Media
Newsletter
Social Media
13. COMMUNICATION PROGRAMME AND MILESTONES
Strengthening the capacity of government to influence the public agenda:
Milestones:
 Establishing Internal Communication Flow
 Plasma Screens
 Branding of Municipal Building
 Developing a Communications Policy
 Newsletter
 Establishing a proper functioning communications unit
 An approved communications strategy
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PROGRAMME:
PROGRAMME
TARGETED
MILESTONE
COMMUNICATIONS
APPROACH
Progress made in
Internal
Communication
Flow
Establishing
Internal and
External
Communication
Flow
BUDGET
RESPONSIBILITY
TIMEFRAME
Internet
Comms Unit
Ongoing
Internal Newsletter
HoD
Intranet
Bulk SMS
Meetings
14. ACTION PLAN
EVENT/OPPORTUNI
TY
ACTIVITY
Recognising
improved service
delivery
Staff Awards
Recognising the
value of education
and development.
School Writing
Competition for
the Municipal
Newsletter.
ACTION
CHANNELS
Popularising competition
and thus encouraging
members of staff to excel
in their working
environments to ensure
quality service delivery.
Electronic & Print
media
Encouraging school
learners to be proactive
and take interest in
furthering their studies.
Electronic and Print
media
BUDGET
TIME FRAMES
R10 000
December 2014
R25 000
November 2014
Notice Boards
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15. MEDIA PLAN
ACTIVITY
Media Tour
Media
Briefings
One on One
Sessions
Opinion Pieces
Media
Statements
MEDIA
All Media
All Media
TIMEFRAMES
Annual
Bi-Annually
All
Media Ongoing
(Editors,
Beat writers)
All Media
Bi-Monthly
All Media
Ongoing
RESPONSIBILITY
Comms Unit
Comms Unit
Comms Unit
Comms Unit
Comms Unit
STATUS/REMARKS
Profile projects
Service
Delivery
Plans and Updates
Maintaining Media
Relations
Public Discourse
Updates
16. STRUCTURE AND PROCESSES
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Consultations with stakeholders
Approval – by management
Adoption by Council
17. MONITORING AND EVALUATION PROCESSES
Monitoring and evaluation will take place on a continuous basis. Communication reports, minutes of
meetings, stakeholder consultations in the form of face-to-face engagements, as well as surveys and
questionnaires, both through traditional methods, as well as through the utilisation of social media, will
be used to gauge the change in public perception towards the Municipality. Letters, e-mails and other
forms of communication from the public will be used in the monitoring and evaluation process.
In terms of media analysis, all articles and press-releases relating to the municipality will be filed to
measure the changes in perception towards the municipality, and also as a tool to track the kinds of
news stories within the municipality which dominates in the media.