4. PHASE 3: COMPILE INVESTMENT AREA PLANS AND PROGRAMMES
4.1. Programme statement/description per investment area
The focus of development programmes is on capital expenditure with the related operational requirements.
Development programmes are proposed measures to support the implementation of the Municipality’s developmental objectives and Spatial Development Framework and provide guidance in terms of capital investments, aiming to improve the management of existing infrastructure and services within the Municipality. The programmes furthermore indicate where the Municipality should steer the budget for capital projects within a short to medium timeframe and translates development objectives into a catalogue of strategies and projects collated from core departments that are responsible for providing infrastructure and services to the Municipality.
The programmes (see Figure 16 for a programme development framework) are a result of the assessment of the state of the municipality and what will be needed from different areas in the municipality to realise the municipality’s development objectives. Benefits of a programmatic approach include:
• Identification of commonalities and grouping issues across regions and wards.
• Recognition of unique approaches required for each area or issue.
• Facilitation of linkages to other planning processes
• Integration and co-ordination of inputs from various processes and initiatives
• Comparison of “wish lists” and budget realities is possible
• Identification of short term catalytic initiatives
• Provision of the basis for monitoring of progress and impact on a regional and ward level
• Identification of key resources and partnerships in ensuring the implementation of various programmes
This section will provide definitions for the relevant business case elements including:
• Programme name
• Programme description
• Alignment with municipality objectives
• Programme objectives
• Programme profile
• Programme interventions
Programme name
Indicates the specific name of the programme. The name should already emphasise the purpose of the programme and should ideally be based on the Spatial Development Framework (SDF), Regional SDFs and the outcome of the SWOT Analysis.
42 Programme description
Provides a short description of the programme concept and purpose. The description should also include a location map that demarcates the boundaries are areas of
the specific
programmes. The boundary demarcation is important in the process of aligning the
programme with
relevant wards and regional boundaries.
The description should also be as defined in the underlying strategic Policy or Plan, e.g. the WSDP, SDF etc.
Alignment with municipal objectives
Indicates the relevant municipal objectives that will be addressed through the programme objectives and interventions.
Programme objectives
Each of the programmes will have their own set of development objectives that will indicate the intended deliverables through the programme. There will be cross cutting objectives that will probably be identified in a number of or all of the programmes. The important element to consider is to ensure that all programme objectives identified need to be aligned to the broader municipality objective wherein the said programme fall.
Programme profile
The programme profile indicates the current development state in the programme, capturing development levels, existing development demands, trends and challenges. The profile description should respond to the objectives i.e. if an objectives is e.g. safety, then the profile should indicate the state of safety. Due to the lack of accurate and updated information, the profile discussion might be to a large degree being based on perceptions and local knowledge of areas and communities.
Programme interventions
The interventions respond to both the objectives and the profile. Interventions should be identified to address the gap between current situations and what needs to be achieved (the objectives) or to maintain, develop and growth existing strengths and opportunities in an area. Interventions will probably only be identified after an agreement of the number and type of programmes and their content and objectives. These interventions will be largely influenced current development trends and plausible growth prospects.
Figure 16: Programme development framework
43 Example
Note: Where possible, services delivery standards must be indicated.
For the development of each programme there should be a set of key inputs and these include inter alias as in the case of the: Growth and development of economic areas Programme:
1. The underlying Plan & Monitoring 2. Capital Investment
3. Maintenance 4. Partnerships
NB: The ownership column under Programme Profile refers to ownership of facilities and the entities responsible for ensuring functionality. Each role player has to be carefully identified (e.g Private, Dept. Public Works, Municipality of Tshwane and Community Cooperatives etc.) and informed of their respective role in ensuring programme execution. In some instances Public Private Partnerships will be necessary for implementation.
For each programme area a standard has to be set on the Level of Development for all infrastructure taking into account future anticipated growth. If there is not enough capital to furnish
44 the complete implementation of infrastructure projects such as installing paving, trees and street furniture on planned activity spines, we need to ensure that no building construction takes place on the road reserve and this can be achieved through on-going planned maintenance/grass cutting. It should also be noted that deliberate steps need to be taken in ensuring synergy of activities within programme areas; e.g. an arterial road which passes through a high activity node will need assume a different character. The implications thereof are that this arterial would have to be furnished with pedestrian friendly structuring elements and traffic calming measures. Thus vehicular speed within the node along this arterial would differ from other parts of the road outside the node.
The above made example emphasises the need to approach programme development from a holistic point of view bearing in mind the different roles that other stakeholders including other internal Departments and Regions would have to play.