The review and amendment of the IDP further develops the IDP and ensures that it remains the most important management tool and strategic instrument for the municipality. The review and amendment of the IDP further develops the IDP and ensures that it remains the most important management tool and strategic instrument for the municipality.
Improving performance, compliance, processes and systems
In order for the metro to fulfill its mandate as stipulated in the country's constitution, it must maintain financial viability and expand its revenue base in relation to expenditure. To achieve financial viability, the city will put in place mechanisms to record and manage the city's financial resources and to explore and develop new revenue streams to ensure the financial sustainability of the metro.
THE IDP PROCESS
Directorates and Departments Directorates and Departments are responsible for sector planning and IDP implementation. Members of the IDP Representative Forum include business, government and NGO sectors (as well as political and technical leaders of IDP groups).
ALIGNMENT WITH NATIONAL AND PROVINCIAL PLANS
The IDP/PM/Budget Representatives Forum forms the structure that institutionalizes sectoral participation in the IDP process. The purpose of the Committee is to provide political guidance and ensure the administrative coordination of important public consultations and imbizos.
SECTION B
SITUATIONAL ANALYSIS
Buffalo City Metropolitan Municipality Profile
- BCMM in Context
- Economic, Social, Demographic Context: Major Shifts and Challenges .1 Demographic Context
- Access to Municipal Services
- Energy/Fuel
- Access to Water
- Sanitation facilities
- Refuse Removal
Buffalo City is the key urban center of the eastern part of the Eastern Cape. However, the relative prosperity of the majority of residents of Buffalo City remains low, with only around 36% of households in the area earning more than R1 500 per month.
KPA 1: MUNICIPAL TRANSFORMATION AND ORGAINSTIONAL DEVELOPMENT
- Human Resource Management and Development .1 Employment Equity
- Skills Development
- Job Evaluation
- Occupational Health and Safety
- Employee Health and Well Being
- Absenteeism
- Leave Management
- Overtime
- Grievance and Disciplinary Management (i) Management of Grievances
- Labour Relations Strategy
- Single Public Service
- Information Technology and Support
- Application Architecture
- Technical Architecture
- Information Security
- Records and Decision Tracking
- Document Management and Archiving
- Challenges
- Facilities Management
- Knowledge Management, Research and Policy .1 Introduction
- Knowledge Management
- Challenges
- GIS, Mapping and Demographics
- Legislation applicable to Spatial Information
- Current Status of GIS
Management of overtime has been identified as one of the major challenges facing Buffalo City Metropolitan Municipality. Knowledge continues to be the most important element of the Buffalo City Metropolitan Municipality's daily operations.
GISTEXT USER GROUPS
Main Challenges
The main strategy around data is to identify data champions or custodians per data set who will own, market and maintain these data sets.
HARDWARE
SOFTWARE
PEOPLE AND HUMAN CAPACITY
GIS staff across the organization is limited and overall awareness of GIS in BCM is low. Currently due to the lack of specialized GIS staff in the GIS unit, users cannot be trained to use the internal GIS Services.
PROCESSES
- KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
- Spatial Planning and Development
- Housing
- Roads and Stormwater Management .1 Road Network
- Water and Sanitation .1 Water Supplies
- Electricity
- Transportation
- Solid Waste Management Services
- Municipal Health Services (Environmental)
- Public Safety
- Community Amenities
- Parks, Cemeteries and Crematoria
- Disaster Management .1 Background
- Environmental Sustainability
- Townships Regeneration
- KPA 3: LOCAL ECONOMIC DEVELOPMENT
- Agriculture and Rural Development
- East London Fresh Produce Market
- Tourism Development and Promotion
- SMME Development
- Trade and Investment
- KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
- Financials
- Revenue management
- Financial Structure/Liquidity Structural improvements in the finances show that
- Supply Chain Management
- KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
- Corporate Governance
- Corporate Planning and IDP
- Organisational Performance
- Communications and Marketing
- Summary of Ward Priorities
- Roads and storm water drainage
- Community facilities
- Water and sanitation
- Solid Waste management and
- Transport planning
- Local Economic Development
Arnoldton Nodal Framework Plan – This plan will provide a framework for the development of the node around Arnoldton station. Between the Minister of Human Settlements and the Provincial Members of the Executive Council for the following activities. During the last years, extensive research, planning and development have been undertaken within the urban structure of the municipality.
The current estimated housing backlog in the urban and rural areas of the municipality is approximately 100 000 homes. To alleviate some of the current limitations within the system, the municipality has allocated funding at the current METF to the project identified in the table below:. This unit has an overarching strategic responsibility for the protection and management of the natural environment in Buffalo City.
This is a municipal entity that provides facilities for the storage and distribution of fresh produce. As part of the contribution to support informal development, eleven (11) storage facilities of informal traders were built and of which two (2) were reserved for persons with disabilities. The effects of the global economic crisis are also a cause for real concern for the city.
Stakeholder Relations: training and capacity building of small and medium-sized enterprises, cooperatives in relation to the public procurement processes of the Metropolitan Municipality of Buffalo City. connects, connects and coordinates plans and takes into account proposals for the development of the municipality;
SECTION C
S PATIAL D EVELOPMENT F RAMEWORK
- Introduction
- Key Informants of the Spatial Development Framework
- Spatial Development Scenario
- Spatial Development Objectives & Strategies
- Proposed Spatial Structure of Buffalo City
- Conceptual Approach to Spatial Elements
- Spatial Structuring Elements in Buffalo City
- Corridors – described variously as follows: -
- The Open Space System - is a rationalised network of interconnected open space aimed at
- Densification/Residential Intensification – is the process whereby residential densities (the number of dwellings per hectare) are increased in a planned and meaningful manner within the existing
- Mixed Uses – Mixed-Use development is the horizontal and vertical integration of suitable and compatible residential and non-residential land uses within the same area or on the same parcel of
- Development Corridors
- Open Space System/Environmental Network
- depicts the Open Space System/Environmental Network in a conceptual manner including those areas of Buffalo City where main environmental management areas are situated
- The Urban Edge
- Densification and Erf Sizes
- Mixed Uses
- Special Development Areas
- Existing Local Spatial Development Frameworks
- Spatial Planning & Land Use Programmes
As such, they are key policy informants for BCMM and, in the case of enacted laws, the Municipality is legally bound to implement their provisions when engaging in spatial planning and land use management. There can be no doubt that an efficient transport system is essential for the successful development of the city. The urban edge forms the boundary between urban development and the valuable natural and agricultural hinterland and serves to restrain the lateral growth of urban areas.
Specific preferred land use outcomes and associated land use management guidelines are set out in the various Local Spatial Development Frameworks (LSDF) which have been approved by the council and which now form part of the. As part of the effort to consolidate the urban areas and achieve a more compact city, the Spatial Development Framework proposes defining an Urban Edge beyond which it is envisaged that lower density rural development will be favoured. ). The Council approved the Urban Edge policy framework which should now be referred to with respect development outside the Urban Edge.
Planning of municipal 'Brownfield' developments (ie re-design and subdivision and/or consolidation of existing developments or developed areas); The following settlement planning programs are planned to be implemented over the next three years in support of the overall BCMM SDF and the LSDFs prepared for the respective areas. Land Use Management addresses the ongoing need for BCMM to engage in land use management within the framework of the new normative planning system promoted by the national government in recent policy and legislation.
MAP: SPATIAL DEVELOPMENT FRAMEWORK
SECTION D
DRAFT OBJECTIVES, STRATEGIES, INDICATORS, TARGETS AND PROJECTS
DRAFT OBJECTIVES, STRATEGIES, INDICATORS AND TARGETS
Reduction of the water backlog in the number of consumer units with access to
PROJECTS
- CAPITAL PROJECTS
- Unfunded Operating Projects
Establishment of a central flow station, construction of garbage disposal sites, establishment and upgrading of a flow garden. Inability to dispose of land for economic development Vandalism/copper theft Access to amenities and facilities in BCMM and associated security risks (eg no fencing, vandalism, lack of control/monitoring). Buffalo City Metropolitan Municipality is facing problems: poor functionality of the application, lack of accurate information, serious integration problems, availability of accurate and timely.
Lack of funding is considered a risk, but the conditional grant is too small.
SECTION E
BUDGET, PROGRAMMES & PROJECTS
The Capital Budget
The Operating Budget
SECTION F FINANCIAL PLAN
Capital & Operating Budget Estimates
- Budget Assumptions
- Operating Budget Estimates
- Capital Budget Estimates
- Debt Management Framework
Financial Strategy
- The Financial Framework
- Revenue Adequacy and Certainty
- Strategies and Programmes
- Revenue Raising Strategies and Programmes
- Asset Management Strategies and Programmes
- Financial Management Strategies and Programmes
- Capital Financing Strategies and Programmes
- Operational Financing Strategies and Programmes
This is to ensure that the city will be able to fund its own capital infrastructure programs in the future. The city is currently evaluating its borrowing capacity to invest in revenue-generating infrastructure assets. In an environment of limited resources, it is essential that the city makes the most of the resources it has by using them effectively and efficiently.
Since the municipality plays an important role in the area, it is essential that it operates efficiently within the national macroeconomic framework. The municipality continuously strives to keep this at a desired level of less than 10% in the medium term. With the above framework as background, strategies and programs have been identified and are part of the financial plan to achieve the desired goal: the financial viability and sustainability of the city.
This will ensure that a fair pricing policy and updated assessment roll is applied throughout the Buffalo City area and will aim to ensure that all properties are included in the city records. Review and update of asset and risk insurance procedures and renewal of the insurance portfolio. The goal of this project will be to constantly ensure that the financial (and other) employees receive the training they need to ensure a cost-effective and efficient service to the municipality.
Financial Management Policies 1 General Financial Philosophy
- Operating Budget Policies
- Capital Infrastructure Investment Policies
- Revenue Policies
- Credit Control Policies and Procedures
- Indigent Policy
- Investment Policies
- Debt Management Policies
- Asset Management Policies
- Accounting Policies
- Supply Chain Management System Policy
- Ratio Analysis/Benchmarks
- Asset Management Information
Adequate maintenance and replacement of the city's capital plant and equipment will be provided for in the annual budget. An annual investment budget will be developed and approved by the BuffaloCityMetropolitanMunicipality as part of the annual budget. Consumers must request services from the Council by completing the prescribed application form.
The city's investments are conducted in a manner that seeks to ensure the preservation of capital in the overall portfolio. The entity has transferred the significant risks and rewards of ownership of the goods to the buyer. Valuation – Income from a non-exchange transaction is valued at the amount of the increase in net assets recognized by the economic entity.
Effective interest rate – The financial entity uses the prime rate to discount future cash flows. Post-retirement benefits – The present value of the post-retirement obligation depends on a number of factors that are determined on an actuarial basis based on a number of assumptions. Section 111 of the Municipal Financial Management Act (MFMA) requires the municipalities to develop and implement a supply chain management policy.
SECTION G
OPERATIONAL PLAN
Buffalo City Metropolitan Municipality: Political Structure
- Portfolio Committees
Buffalo City Metropolitan Municipality: Administrative Structure
- Executive Directorate: Development Planning and Management
Figure G3 shows the organization chart of the Executive Directorate for Development Planning and Management down to management level.
SMME 5. Tourism
- Executive Directorate: Finance and Support Services
SECTION H
Framework for the Management of Performance
Strategic Objectives of a Performance Management System
Policies and Legislative Framework for Performance Management
- The Local Government: Municipal Planning and Performance Management Regulations, 2001
- The Local Government: Municipal Finance Management Act
BCMM has developed and implemented a performance management system in accordance with statutory instruments. The main goal of the system is to direct and manage the operation of the municipality (as an organization) and employees (as individuals) throughout the MOL. It explains the roles and responsibilities of each role player, including the local community, in the operation of the system;.
Clarifies the system implementation processes as part of the integrated development planning process; Pursuant to Section 43 of the Local Government Act: Municipal Systems, the Minister has prescribed general KPIs on which each municipality must report. The percentage of the municipality's capital budget actually spent on capital projects in terms of the IDP;.
The number of local jobs created by the Municipality's local economic development initiatives, including capital projects;. The Local Government Act: Municipal Financial Management contains several provisions relating to municipal performance management. The objective of institutionalizing a Performance Management System (PMS) is to serve as a primary mechanism to monitor, review and improve the implementation of the Municipality's IDP.
The Municipal Scorecard
- The Municipal Development Perspective
- The Service Delivery Perspective
- The Institutional Development Perspective
- The Financial Management Perspective
- Governance Process Perspective
It requires municipalities to annually adopt a service delivery plan and budget with service delivery targets and performance indicators. When adopting the annual budget, the municipality must also set measurable performance goals for each revenue source and vote.
