SECTION C: PREPARATION OF THE CATALYTIC LAND DEVELOPMENT PROGRAM 11-1 12 PREPARATION OF THE CATALYTIC LAND DEVELOPMENT PROGRAM 12-3 12.1 CATALYTIC LAND DEVELOPMENT PROGRAM: IDENTIFICATION CRITERIA 12-4 12.2 CATALYTIC LAND DEVELOPMENT PROGRAM: IDENTIFICATION 12 -6.
Climate Resilience and Responsiveness Greenhouse Gas Emissions (Section B) III
Capital Prioritisation Model Report (Section C) VII Addendum 8: Inter-governmental Planning Engagements (C) VIII
1 Status of this Document
2 The BEPP Context
- Legislative Requirement
- Relation to Other Statutory Plans and Processes
- Hierarchy of Plans
- Intergovernmental Planning
- BEPP Source Documents
- BEPP Alignment to Municipal Processes
Reorganization and re-engineering of the City of Tshwane Strategic Investment Committee (STRIC) processes and structures (March 2019). The municipal process is a cyclical process, where the results of one year's planning and budgeting cycle inform the following year's planning and budgeting cycle. Spatial target areas are informed by Local Spatial Development Frameworks (LSDFs) as well as Area Plans in order to provide the spatial form and detail of the LSDF proposal.
The purpose of an area plan is to give spatial form and detail to the proposals of the LSDF. The Capital Investment Framework is part of the MSDF and aims to direct and inform capital expenditures within the city in accordance with spatial policies and guidelines. The Built Environment Performance Plan (BEPP) is a requirement of the Division of Revenue Act (No. 10 of 2014) for infrastructure eligibility.
Urban Network Structure (UNS) The UNS outlines elements at the metropolitan level and is coordinated with the MSDF of the city. BEPP CLDPs combine UNS and MSDF elements into localized investment target areas or spatial targeting areas.
3 City of Tshwane Strategic Planning and Implementation Framework Process
The city has identified strategic spatial target areas in which to drive catalytic land development programs. Projects are evaluated according to different criteria, taking into account the quantitative, qualitative and/or spatial priorities, in line with the strategic, spatial, economic, financial and technical objectives of the City. The CaPS process evaluates the social and economic impact of capital expenditures, based on standardized economic and social indicators, and links Capex to different levels of government strategic outcomes according to various policy documents, together with the IDP bureau.
CaPs also link capital costs to strategic outcomes that are specifically aligned to CR&R actions and targets, along with the UN Sustainable Development Goals. A dynamic model that takes all of this data into account helps the city model and prioritize a multitude of capital needs. The budget adjustment process is facilitated together with the Tshwane Finance Department to determine the best annual MTREF Capex budget for the city.
CaPS also enables the City of Tshwane to assess and report at any time on a myriad of elements linked to the Capital project book, such as CIDMS phasing, project planning and mSCOA. It is therefore a fundamental input generation tool for developing a robust and foolproof BEPP for a city.
4 Diagnostic Assessment
Investment needs are recorded per department, typically derived from sources such as the Integrated Development Plan (IGP) or a Capital Investment Plan (CIP). This enables an acknowledgment of the capital expenditure of other public entities by viewing projects on the CaPS Intergovernmental (IGR) project pipeline platform. The process takes into account political strategies, goals, mission statements, vision statements as well as other strategic content and evaluates a varied range of project types that measure each project's global alignment with organizational priorities and also the project's specific, contextual technical merits.
The CaPS process conducts budget analysis to test different capital cost scenarios to develop a balanced, safe, responsive and equitable budget allocation based on standardized indicators. 5-8 The diagnostic assessment in terms of transport and movement patterns is further broken down into sub-categories aimed at identifying what transport needs exist and what means of transport are available. The diagnostic assessment in terms of socio-economic characteristics is further divided into sub-categories aimed at identifying the characteristics of the population, the level of services in terms of basic social facilities and engineering services and, most importantly, the impact of climate change. is based on the number of inhabitants in the city.
The attributes per area in the diagnostic assessment informs the identification process of spatial structural elements and priority areas.
5 Climate Responsiveness and Resilience within the BEPP Framework
Climate Change Profile
- Action and Strategic Documentation
- City’s Climate Change Programmes
- Climate Action
- Sustainability Support Mechanisms: Sustainable Financing, Resource Mobilisation
- CR&R Mainstreaming into the Annual Budgeting Process
The city's institutional commitment to addressing climate change has been demonstrated in the creation of an expert unit within the Executive Mayor's office known as the City Sustainability Unit (CSU). A detailed description of CSU's institutional framework along with the degree of departmental engagement has been included in Appendix 4. The annual revised version of the Greenhouse Gas Emissions Inventory (GHGEI) shows that the city emits 21 million tons of carbon dioxide equivalent per year. .
In addition to the above, the Green Building Program is part of CSU's focus on mitigation. Managing rising temperatures and associated impacts, along with securing future water resources, is critical to the city's resilience and is a central focus of the adaptation agenda. See Chapter 10 for a detailed assessment of the City's focus on mitigation and adaptation.
In anticipation of CR&R's inclusion goal, the city has decided to include climate change focus areas in the annual budget process. Later in this document, BEPP is referred to as an integrated element of the Built Environment Value Chain (BEVC) process.
6 City Transformation through Theory of Change and the Built Environment Value Chain
Theory of Change
These principles were identified in line with the current planning reform initiatives in the Government and include the strategic vision outlined in the National Development Plan (NDP) together with the strategic and spatial vision for the city. It is important to note that each of these principles should not be seen in isolation, but rather as interchangeable and integrated mechanisms to achieve a city that is integrated in terms of its spatial vision through financial sustainability and governance practices. well and vice versa. The first component describes the vision that the city has identified (or strategic vision and/or spatial transformation vision) and complies with the statutory requirements as defined in the Municipal Finance and Management Act (MFMA 56 of 2003), the Municipal Systems Act (MSA 32 of 2000 ), the Intergovernmental Relations Framework Act (13 of 2005), the Spatial Planning and Land Use Management Act (SPLUMA 2013), the Tshwane Integrated Development Plan (IDP 2017/21) and the Draft Metropolitan Spatial Development Framework (MSDF, 2018).
The 2nd component outlines the desired outcome for each vision element or component, this includes the strategies, methods or mechanisms through which the municipality will achieve the vision set out for each principle.
PRINCIPLES
Structure of the document
BEVC and Theory of Change are incorporated into the BEPP reporting structure as guiding principles. Consequently, the BEPP 2020/21 report is structured to introduce each section with content aimed at contextualizing the Theory of Change and the principle most applicable to each section, together with an indication of the actions and impacts associated with each particular principle. The final section of the BEPP, Section H, has been included in the 2020/21 BEPP to outline the City's approach to transitioning out of the BEPP.
The content of the section is structured to outline a framework in which the theory of change can be achieved, integrating the principles and principles. The four elements of planning originated as a reference to best practices recognized at the Planning Reforms Seminar in June 2018. At the Planning Reforms Seminar, one of the key recommendations was to use the BEPP to broaden the range of plans and in particular to strengthen the SDF and IDP through the application of the above entry papers.
The four elements of planning have been identified to guide the criteria for assessment of metropolitan plans proposed in the Rationale for Transition Planning Reforms and BEPPS (CSP 2020). This section concludes with the detailed work plan implemented within the City during the 2020/21 reporting period and provides the primary anchor point for achieving Theory of Change through existing legislative processes and requirements.
7 Institutional Consolidation
BEPP Steering Committee
Strong institutionalized BEPP processes aim to achieve a BEPP that is trusted and owned by all strategic departments. Background on the purpose of CaPS and how the CaPS Process relates to the annual BEPP process. Representatives from the City's Sustainability Unit to provide assistance and training in CR&R focus.
Various departments provided feedback and comments on the annual budgeting process using the capital planning system. 22-Jan-20 Financial strategy and model for the long term The city's finance department, together with INCA, provided background information on the LTFS and the results of the LTFM. The city's finance department provided feedback during the process on the adjustment budget and the challenges to be addressed during the next budget cycle.
The results of the budget scenario were analyzed and presented to departments based on the output of the LTFM. The BEPPSCO serves as a communication link between the owners of the BEPP process and various technical departments.
Capital Planning System Technical Task Team
The way forward was explained to the departments with a strong focus on planning for the next 10 years and aligning capital planning between homes; roads and supplies. According to the results of each workshop listed above, it is clear that BEPPSCO serves as a powerful communication and integration platform to meet the requirements of the annual BEPP. The agenda items, attendance list, together with notes/minutes from each BEPPSCO meeting are included in Appendix 2.
During the 2020/21 budgeting cycle, the CaPS TTT met a number of times to discuss and plan in accordance with the detailed work plan described in section F. These sessions focus on planning and mitigating risks associated with key milestones within the annual budgeting. cycle and has proven useful in confirming certain processes or timelines to follow.
City of Tshwane Strategic Investment Committee (STRIC)
CaPS Technical Task Team (CaPSTTT)
Grant Management Committee Establishment
