Comply with the requirements of the Municipal Systems Act (MSA) (Act 32 of 2000) and Local Authorities: Municipal Planning and Performance Management Regulations (GN R796 of 2001);. Importantly, Chapter 1 discusses how spatial planning, municipal strategic planning and asset management and budgeting serve (or should serve) as key processes that should be affected by CIMF and through which implementation of CIMF must occur.
CONTEXT
General Scope of a CIMF
- Legal requirements and relationships
- The role of a CIMF
- Components of a CIMF
Investment of capital in infrastructure and services is an important element of the above. Furthermore, that (section 20, subsection 2) the municipal physical development framework must be drawn up as part of a municipality's integrated development plan in accordance with the provisions of the Municipal Systems Act.
Differentiation of the CIMF
The table below sets out the provincial and local functions that can typically have a strong capital investment component as an illustration of the range of issues to be considered in CIMF:5. In many of these cases, traditional leadership plays an important role in managing land use and shaping the spatial form of the area.
Process of compiling a CIMF
The implementation of the CIMF starts with its approval as part of the IDP and budget document.
PHASE 1: PREPARATIONS
- Political commitment
- IDP and Budget process plan
- Managing the process
- Steering Committee
- Technical committees or task teams
- Public Participation
- Information Management Framework
A clear scope of work should be established and agreed at the beginning of the process. The role of the steering committee is to guide the process and report to the executive board and senior management of a municipality. Technical teams in smaller municipalities should be able to handle all elements of a CIMF.
The role of a technical team is to examine specific elements of the CIMF as mandated by a steering committee. An important part of the process is the way in which data and information are presented through statistical graphs and tables, maps and descriptions. A concerted effort is needed to develop an appropriate GIS database to be able to present a number of the datasets spatially.
PHASE 2: ANALYSIS AND SYNTHESIS
- Spatial Analysis: Development areas, trends and needs
- Sector plan analysis
- Priority Development Areas/Spatial Investment Areas
- Infrastructure and services needs and backlogs
- Budget analysis: Expenditure
- Synthesis and reporting
In most cases, an SDF will only provide a good basis for the analysis of an area's development and the identification of strategic development areas. Firstly, it is an important input for the identification of development areas and will in some places constitute an investment area in itself. The result or synthesis of the first section is the identification of priority development areas or physical investment areas8.
As for details, it should be taken into account that different areas of development will require different types of investment. It is mostly residential areas that will require capital investment in new infrastructure and services in terms of infrastructure types and levels. In conclusion, the identified development areas provide broad investment guidance and each of the specified areas must be assessed in more detail regarding e.g.
PHASE 3: COMPILE INVESTMENT AREA PLANS AND PROGRAMMES
Programme statement/description per investment area
Each of the programs will have its own set of development objectives that will indicate the intended outcomes through the program. There will be cross-cutting objectives that may be identified in some or all of the programs. The important element to consider is to ensure that all identified objectives of the program must be aligned with the broader objective of the municipality where the program falls.
Interventions will probably only be identified after agreement on the number and type of programs and their content and objectives. For each program area, a standard must be set for the level of development of all infrastructure, taking into account future expected growth. It should also be noted that deliberate steps must be taken to ensure synergy between activities within program areas; eg.
Funding options
The establishment of the zones will, firstly, enable all public interventions to be focused in an identified spatial context in order to leverage a private investment response. The strategic objective of the USDG will be achieved by accelerating the delivery of well-located serviced lands with secure title to. Conditions: Specific medium-term outputs and targets have been identified and agreed with eligible councils/urban settlements and will be contained in the built environment performance plan and approved by Council as the capital investment program component of the budget.
Areas of focus: Seventy percent of the country's slums were located in the eight metropolitan areas, and between 65% and 72% of the HSDG was used in these metro areas. Objective: The intent of the PTIS Grant is to catalyze a transformation of South Africa's public transport sector into a safe, secure and high quality passenger experience. The Land Transport Act (NLTA), regulations of the South African Revenue Service and all applicable South African labor laws;.
PHASE 4: PROJECT REGISTRATION AND EVALUATION
Budget process alignment
Evaluation and analysis of sector inputs (projects) in the context of the desired outputs as well as technical and financial criteria. It cannot be seen in isolation from the other steps in the process, and the success of a project evaluation process depends on the success of the entire process. All the above projects should go through a screening process that will be discussed later and registered in one format.
The responsibility of project assessment and evaluation and a municipal level should be shared between the financial, planning and strategic support departments depending on the institutional arrangements of the municipality. From the registration process it can already be estimated how much of the funds have already been committed, what the backlog is, etc. This list should be presented to key officials and politicians to assess the implications of municipal strategies and priorities.
Project registration
Enter the budget amount in the correct funding source line, separately for each year. If the project is expected to have an impact on operating costs, please fill in a cost estimate in the correct year column, below the capital budget table. If the project is expected to lead to annual income for the municipality, please enter the estimated amount in the correct year/years.
Do NOT fill in the Total column as it is set to automatically calculate Enter Project. GIS Coordinates • ONLY fill in the GIS coordinates if you are 100% sure of the correct coordinates. Enter the department number(s) of the department(s) where the project is located Department number(s) – department(s).
Project assessment and evaluation
A question must be answered that ascertains whether the project addresses a basic need for the provision of services from the perspective of the municipality, e.g. It is also a very visible element for the residents of the Municipality and not sufficiently addressing it can have a very harmful and negative effect on the governance and the overall image of the Municipality. Therefore, a question was included that specifically tested the direct involvement of the proposed project in improving the municipality's emergency services.
A question is asked to test whether the project will lead directly to the expansion of the Municipality's tax base. A project is once again allowed to be slightly favored if it has another source of funding externally from the Municipality's coffers. The most fundamental influence on any system is the municipality's financial situation and its influence on the level of service delivery.
PHASE 5: FINALISATION AND APPROVAL
- Political support
- Traditional leaders
- Departmental support
- Other Government departments
- Participation and Private sector support
The CIMF process should be inclusive from the start and be institutionalized via the IDP process plan, and all departments should be included in the compilation process. A final round of engagements will ensure that other government departments not only support the CIMF, but are also able to translate it back into their own planning and budgeting processes. The final round of participation should be conducted in conjunction with the IDP process.
The importance of political support, traditional leadership and intergovernmental recognition of the CIMF can be highlighted:. It is also important that the approval processes are considered against the background of the differentiation of municipalities as below. Urban and rural areas under local management (Category B Municipality) with low level of authorizations (eg water authority).
PHASE 6: REPORTING AND IMPLEMENTATION
Reporting
Spatial planning should therefore be supported through inclusion in IDP decisions and budget allocations. It further specifies the responsibilities and outcomes for each of the senior managers and the top management team, the resources to be used and the deadlines set for the relevant activities. 68 The resulting reporting to be included in the annual report should be at the municipal level, local area level and ultimately at the district level.
The following table indicates examples of CIMF development objectives with generic issues/KPIs to be addressed by the objectives and how they will in turn address specific strategic objectives. To ensure that a municipality's existing nodes/SGDs function well and that the environment is created for the development of new nodes. Higher densities are proposed and existing infrastructure and social amenities will need to be upgraded.
SDBIP
In addition, the Mayor must ensure that monthly revenue and expenditure projections and service delivery targets and performance indicators as set out in the SDBIP are circulated or published within 14 days of its approval. The highest level of the SDBIP includes measurable performance objectives in the form of service delivery targets and performance indicators that are provided to the community, i.e. what outcomes it aims to achieve. The SDBIP is designed as a multi-layered plan with consolidated service goals and quarterly to annual deadlines and communication of these goals to senior management.
The SDBIP is a key management, implementation and monitoring tool which delivers operational content to the end of year service delivery targets set out in the budget and IDP. The biggest challenge is developing meaningful non-financial service delivery targets and indicators, beyond the budget indicators, but this will continue to be work in progress for the municipality. The implementation of SDBIP is categorized in terms of votes as prescribed by the MFMA.
Built Environment Performance Plans
