Annexure A - tshwane.gov.za

1 O 1 Annexure A 2018 /19 draft REVIEW OF THE 2017 /21 INTEGRATED DEVELOPMENT PLAN March 2018 Version: draft V3 o 2 CONTENTS PREAMBLE: 2018 2019 INTEGRATED DEVELOPMENT PLAN REVIEW .. 3 1. SITUATIONAL ANALYSIS .. 8 2. STRATEGIC INTENT .. 12 Strategic Pillar 1: A city that facilitates economic growth and job creation .. 16 Strategic Pillar 2: A City that cares for residents and promotes inclusivity .. 21 Strategic Pillar 3: A City that delivers excellent services and protects the environment .. 31 Strategic Pillar 4: A City that keeps residents safe .. 37 Strategic Pillar 5: A City that is open, honest and responsive.

2 42 3. GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS .. 52 4. INTER-GOVERNMENTAL ALIGNMENT .. 61 5. COMMUNITY PARTICIPATION .. 98 6. METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK .. 107 7. CAPITAL INVESTMENT FRAMEWORK .. 117 8. KEY DELIVERABLES FOR 2018 /19 -2021/22 .. 155 9. PERFORMANCE MANAGEMENT .. 169 10. REVIEW OF THE CITY OF TSHWANE DISASTER MANAGEMENT PLAN . 169 11. FINANCIAL PLAN .. 194 Appendix 1: Urban Management functions implemented by Regional Operations and Coordination (ROC) o 3 PREAMBLE: 2018 2019 INTEGRATED DEVELOPMENT PLAN REVIEW Introduction On 25 May 2017 , the Council adopted the 2017 2021 Integrated Development Plan (IDP) unanimously.

3 The IDP has set the strategic pillars and deliverables to guide the City on a new development trajectory which aims to create: a city of opportunity; a sustainable city; a caring and inclusive city; a safe and clean city; and an open and honest city The above, much as they are outcomes, also form part of the development pillars which guide the long-term planning of the City of Tshwane. These pillars are anchored around the priority areas which are the focus for this term of office. Legislative Context for the Development of the IDP The Municipal Systems Act, 2000 (Act 32 of 2000) states that each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which (a) links, integrates and coordinates plans and takes into account proposals for the development of the municipality (b) aligns the resources and capacity of the municipality with the implementation of the plan and (c)

4 Forms the policy framework and general basis on which annual budgets must be based. In line with the Municipal Systems Act (MSA) and the Municipal Finance Management Act, 2003 (Act 56 of 2003), the City of Tshwane has developed its five-year IDP for 2017 2021, which is supported by the Medium-term Revenue and Expenditure Framework (MTREF) for the 2017 2020 financial years. This is the first review of the 2017 - 2021 IDP and is premised on the route to create a city of opportunity, a sustainable city, a caring and inclusive city, a safe and clean city and an open and honest city Process for the review of the 2018 2019 IDP The process followed in the review of the IDP document is in line with the legislative requirements of both the Municipal Systems Act and the Municipal Finance Management Act.

5 Further, the process has allowed for an update of certain chapters contained in the o 4 IDP as per various processes such as the filling of posts in the new macro structure to ensure that delivery on the IDP and Budget is realised. This included the assignment of respective responsibilities to the various incumbents appointed. Further, the review of the IDP has taken place within the framework which has been set by the City s leadership. The focus of the Mayoral Strategic Planning session, which was held in November 2017 as per the approved process plan for the review of the IDP, informed the review of the IDP as well as the preparation of the budget.

6 The following diagram provides a summary of the process followed in preparation of the draft 2018 /19 reviewed IDP: As part of the finalisation of the document, the City will engage with all relevant stakeholders to solicit their views on and inputs into the City s plan for the 2018 2022 period. The following processes were embarked on toward the development of this document: Mayoral Strategic Planning Session I: Strategic Agenda Setting The Mayoral Committee convened a strategic planning session in November 2017 where the agenda for the 2018 /19 2021/22 financial years was set.

7 The session led to a resolution that the path which had been taken with the adoption of the 2016-2021 IDP will be continued on and strengthened through various initiatives with specific deliverables. The framework for advancing the achievement of the IDP for the term is based on the following three areas: Stabilise, Revitalise and Deliver. The session cemented the following strategic framers for the 2018 /19 IDP and budget process: Stabilise the Administration through - restructuring the organisation; reforming the billing system; Development of draft 5 year draft Strategic Plans anchored on T2030 Identify interdepartmental alignment and regional alignment Highlight intergovernmental issues Departmental preparation Proposed key focus areas based on the context Proposed allocation of resources for 2018 /19 Emphasised departmental- region alignment Technical BSC Focus in economic growth Improving efficiencies Delivering on the promise Focusing on the key work of local government Mayoral Strategic Session Consolidation of planning and budget process Communicate clear operational and capital priorities

8 Anchor the plan against the strategic pillars Development of the 2017 /21 IDP o 5 managing debt; reforming customer relations; generating new revenue sources; and ensuring sufficient resources for delivery departments Revitalise the economy through - ensuring urban regeneration; reprioritising the budget on infrastructure backlogs; and creating efficiencies in planning applications Deliver services to everyone especially the poor through - providing services to informal settlements and public housing; employ new skills in engineering to roll-out long term service delivery plans; establishing maintenance teams; provide indigent relief; and provide effective and professional health care services The focus on the five strategic pillars were confirmed which are now supported by 19 key priorities.

9 Intergovernmental Engagement During the 2017 /18 financial year, the City planned engagements with its provincial counterparts, as per the IDP July-to-July Roadmap of the provincial department of Cooperative Governance and Traditional Affairs and the approved IDP process plan. This process did not materialise as planned due to a number of process issues that were not followed through. However, engagements with the National Treasury and the Gauteng Planning commission in the Office of the Premier facilitated a process to allow engagement on the provincial projects.

10 A process of engagement with the Provincial sector departments will take place after the draft IDP has been tabled for consultation. The objectives of this engagement will be the following: To determine progress with the provincial projects for the 2017 /18 financial year; To provide a platform for provincial departments to articulate their priorities for the 2018 /19 financial year; and To address issues of dependency and ensure alignment with provincial and national counterparts. This engagement will be continued throughout the finalisation of the IDP.