The Mayoral Strategic Planning session held on in November 2017 set the framework for the IDP review and the budget preparation. The Technical Budget Steering Committee and Budget Steering Committee proceeded with the focus which was resolved during the abovementioned SPS and provided input into the 2019/20 MTREF proposals aligned to the strategic pillars and priorities. A mid-term evaluation is also been undertaken to gauge progress made on the implementation of the IDP.
The following is a summation of progress made:
Regarding the percentage of households in formal areas with access to water (metered connections): the City is has due to a number of challenges such as supply chain and contract management a number of projects have seen very slow
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In respect of the percentage of formalised areas provided with weekly waste removal services: The City is achieving its target annually.
Concerning the percentage of households with access to sanitation: While we are providing sanitation to formalised areas and a service in informal areas, the low investment in informal areas is a cause for concern.
The rate of formalisation of informal settlements is not in pace with the rate of informalisation and the City needs to approach this in a different way. The understanding of the new formalization model and the impact on the rate of formalisation need to be unpacked. This has a negative impact on the fiscus and the ability to provide universal access to services.
Although progress is made towards the targets on roads and storm water, a number of projects is experiencing delays due to a number of challenges experienced in the supply chain management processes and project stoppages by communities. The demand created by formalisation is not catered for and the storm water backlog is not adequately catered for.
Tshwane Rapid Transit operations have not yielded results for revenue and ridership in the previous financial year but there has been a slow improvement. A new line was launched in the 2017/18 financial year and the Mamelodi line is operational in terms of an agreement with the Gauteng province to provide a service. The Atteridgeville has been prioritised to start with construction in the current financial year and should contribute to the increase in the delivery of this service.
The enforcement of planning regulations need to be intensified to deal with densification along transport-orientated development lines.
The target set for the attraction of investment is likely to be met and exceeded. The City needs to match this with investment as well as simplifying processes for doing business in the city.
The implementation of the EPWP programme started with the reviewed policy which has been approved by Council. The process of registration of participants has been completed. However, this process will be an ongoing process to allow for sustained implementation of the programme
The above provided a basis for finalising the planning for the 2019/20 IDP and MTREF.
The following is the key focus of the Technical Budget Steering Committee which guided the plans and deliverables of departments:
Strengthening transversal planning, cooperation and coordination to improve integration and focused investment.
Ensure that there is a balance between the creation of new infrastructure vs upgrades and repairs and maintenance. Maintaining existing infrastructure will contribute to stabilizing city revenue and might increase the funding of future investment in new infrastructure.
Fulfilling a requirement to adhere to norms and standards for urban management.
Focusing on the role of ICT as an enabler for improved efficiencies and transparencies.
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Identification of key policies and processes that need to be revised to better align with the focus areas for the term.
Strengthen the focus on forming customer relationship management to gain the confidence of our communities.
Consolidating the work done in the economic nodes to start contributing to tangible results for the term.
Managing the City’s immovable assets to derive maximum benefit and facilitate economic and social development.
Continued implementation of the Financial Sustainability Plan for the City.
Developing the necessary policies and strategies such as the MSDF, Economic Development Strategy and finalising the Tshwane long term strategy.
Assessing the implications of Council-approved policies on implementation.
Stabilising the fleet and improving supply chain management processes - cost escalation is a concern and cost containment has been emphasised.
Focusing on one messaging: “I am Tshwane” – good stories are not fabricated.
They result from what the City does.
Critically assessing human capital and its funding.
Capacitating and funding the tourism function as one of the requisites for dealing with tourism development
Supporting improved delivery, productivity and business process improvements or resolving the hindering thereof.
Considering options for the protection of infrastructure assets to ensure a stable infrastructure network.
The above approach led to the context for the review of the IDP. The following focus of the current administration provides the context on which the review has been based.
Stabilise the Administration – Year 1
Restructure the organisation
Reform the billing system
Manage debt
Reform customer relations
Generate new revenue sources
Ensure sufficient resources to delivery departments
A number of concluded processes such as the restructuring of the organisation and financial stabilisation is starting to yield positive results overall in the organisation
Framer 2– Revitalise the Economy – Year 1 to 3
Ensure urban regeneration
Reprioritise the budget on infrastructure backlogs
Create efficiencies in planning applications
Priority has been given to infrastructure backlogs and urban management to support economic growth
Framer 3 – Deliver services to everyone especially the poor – Year 1 to 5
Provide services to informal settlements and public housing
Employ new skills in engineering to roll out long-term service delivery plans
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Establish maintenance teams
Provide indigent Relief
Provide effective and professional healthcare services
The budget for the delivery of services has been prioritised towards the poorest areas in the city. This is an ongoing focus of the administration to improve the living conditions of the poorest communities.
The framers above guided the focus of each of the five strategic pillars and nineteen IDP priorities.
The focus for each of the strategic pillars and its deliverables are detailed below.
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