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Warning Text %XTableStyleMedium9PivotStyleLight16` Consolidatedr Summaries 'BCMn Vote Numbers!  ;!  ;! ndzondi; opex;! opex123; opexx;  ;  ;)  ;  ;  ; roll;`, :":S AA@A@   M{This can cause conflict because the community is aware of the project and it is thier rights to have this its thier benefitSabeloKDVRI Pilot Projects Relocation'Relocation Programme for Duncan VillageDRelocation People from Health Hazardious Area to the Serviced Sites.6, 7, 8DTo remove people from stressfull living conditions to better houses.Reduction of shacks Increase in the number of shacksImproving Human Settlement71440 Families Relocation From Duncan VIllage to Reeston_Relocation Programme of Reeston Project Beneficiaries from Duncan Village to Reeston Phase 1& 2CRelocating People from Health Hazardious Area to the Serviced Sites13pTo remove People from shacks that are highly congested and unserviced area to a serviced area with proper housesrDe-densification of Duncan Village by relocating people to the serviced areas and build houses in the vacated landBFlood and Fire Disasters will continue to occure in Duncan VillageHousing Sector Plan;Reeston Phase 3 - Stage 2 - P4 - Sales Admin & ConveyancersRegistration of BeneficiariesProvision of 1000 HousesdTo provide 1000 housing units for Duncan Village flood Victims and dedensification at Duncan Village>To provide housing units for beneficiaries from Duncan Village3Beneficiaries to remain in shacks at Duncan Village>Part of the housing policy and implementation plan of the cityMirandaN248Potsdam Unit P : Stage 2 : 2003 units : P4 : Sales AdminYouth Development4Special Programmes Focal Areas Administrator ProjectBCM Local Aids CouncilKholekaM+Reeston Phase 3 - Stage 2 - 1000 units: P1Design of internal services1000 RDP Housing UnitsdTo provide 1000 housing units for Duncan Village Flood Victims and dedensification at Duncan Village4Beneficiaries will remain in shack at Duncan Village>Part of the Housing policy and implementation plan of the city6Reeston Phase 3 - Stage 2 - Town Planning & Survey: P2Town Planning & Survey1000 RDP Housing unitseTo provide 1000 housing units for Duncan Village flood victims and dedensification at Duncan Village.DVRI TRA3: 120 UNITS: P5$Cnstruction of 210 Emergency UnitsQuality Emergnecy Units7RTo provide temporary emergency units to the people in health hazardious conditionsUAvailability of Land for New Development and reduction of unhealthy living conditions!More development of unsafe shacks0Duncan Village Competition Site - 131 units - P5@Construction of Top Structures for Duncan Village shack dwellersQuality Low Cost Houses6To provide houses to unemployed and low income earners<More organised human settlement and reduction of homelesnessNIncrease of shacks development around the city and unhealthy living conditionsDumaM3Accreditation: Buffalo City Municipality: HousingAccreditation Level 1Housing Accreditation Level 12To capacitate Buffal City to Accreditation Level 1zIncrease in staff capacity and training to take over core functions from the Provincial Department with regard to Housing.Lack of capacity and skills)Second Creek Deveolpment: 300 Units: P5"The provision of RDP housing unitsPTo provide formal housing to the beneficiares living at Second Creek refuse siteJTo Provide RDP houses to beneiciaires and to close the informal settlement-Beneficiaries will continue to live in shacksyes0part of Housing Implamentation plan for the city7Mdantsane Zone CC - Phase 2 - Stage 1: 1500 Units - P5Provision of RDP housing units1500 RDP housing unitsBTo preovide RDP housing units to beneficiares at Mdantsane Zone CCCTo provide housing units and to reduce the number of shack dwellers'Beneficiares continue to live in shacks4Part of the housing implementation plan for the city&Manyano & Tembilihle : 850 Units: P5*Provision of Top Structures for RDP houses17PTo provide formal housing to beneficiares living in shacks along the bufferstripYTo provide RDP housing to shack dwellers and to reduce the number of informal settlements0Part of Housing Implementation plan for the CityN0'Transport Planning and Operations Admin I&S6 Obj)cA fully integrated Transport System to increase accessibility for people & freight in Buffalo City.Transport policy and by-lawDDevelopment of Policy and by-laws fro transport functions of the BCMTransport Policy and by-law{Improve regulation and law enforcement in BCM within the Transport Sector in particular public transport and traffic safety/Improved law enforcement and reduced defualters0Inability to execute function as assigned by law'Yes, the capacitation of municipalities(ITS A SOFT ISSUE BUT LINKED TO THE LSDFs Part of ITPNcebaNTransport planningDTransport planning resulting in an updated Integrated Transport Plan=Review integrated transport plan and its supporting documentsXTo address the inadequate and inefficient transport system, especially public transport.VIncrease access and mobility and the social and economic development of the community.6Will adversely affect the development of Buffalo City.johnd City Planning"Mdantsane Infill Areas - Phase IIIEFormalisation of informal areas located in Mdantsane from zone 1 - 18@approved layout plans for identified informal areas in Mdantsane&14, 15, 16, 17, 18, 20, 21, 22, 23, 24\Formalisation of high and medium priority infill areas identified in Phase II of the Project>Approved layout plans with secure tenure for the beneficiaries6Continued presence of informal strucutres in Mdantsane+aligned with BCM SDF and the Mdantsane LSDFRianaP I&S2 Obj)Support Land Reform within BCM.*Yellowwoods - Kei Road Settlement PlanningeSettlement planning of the Eastern and Southern nodes in order to formalise the exisitng settlements.<MEC approved layout plans for all the identified settlements42, 45tThe formalisation of exisitng rural settlements in order to provide services and upgrade tenure rights of households0Planned, surveyed and serviced rural settlements>Rural settlements will development in an un-coordinated mannerRProject is aligned withthe BCM SDF and the Amatole Land Reform and Settlement Plan"Duncan Village Settlement PlanningTownship Establishment for high density nodes identified in Duncan Village Local Spatial Development Framework Plan and the DV Land Audit.0Approved Layout Plans for Township Establishment 3, 5, 6, 7TFormalisation and township establishment of informal areas located in Duncan VillageYApproved plans for township establishment which will be the basis for housing applicaitonhContinued high density informal settlements located in Duncan Village with unstainable living conditions4Aligned with the BCM SDF and the Duncan Village LSDFDept. of Land AffairsIDPEconomic DevelopmentSETA ProjectnoTitle DescriptionFunding EnvironmentalLGH (Local Govt Housing)European Commission"2012/2013 Draft Operating ProjectsBCM#BCM STRATEGIC FOCUS AREAS - SUMMARYSERVICE DELIVERY West BankDuncan Village MdantsaneKing William's Town & BishoWaste Management Infrastructure DevelopmentLEDDEVELOPMENT IMPACTRural Development 2010 ProjectsINSTITUTIONAL EFFICIENCYInfrastructure MaintenanceCouncillors OfficesAlternative Service DeliveryInstitutional Directorate Costcentre1. Executive Support Services2. Municipal Manager's Office$3. Directorate of Financial Services$4. Directorate of Corporate Services&5. Directorate of Engineering Services&6. Directorate of Development Planning$7. Directorate of Community Services(7. Directorate of Health & Public SafetyFinyearCostCentreNameClusterIdpobjectivenos ObjectiveStrategy BudgettypeHeading DeliverablesPurposeBenefitsImpact RestructuringSdf Sectorplans CreatedbyInstitutional & Finance Second Creek2. Chief Operations OfficerInfrastructure & SpacialWARD NO.ServicesRates and GeneralWaterRefuseSewerage ElectricitySALAIDADWAF"2010/2011 Draft Operating Projects"2011/2012 Draft Operating Projects< 6 2009/2010 - 2011/2012 OPERATING PROJECTS PER FUNDING6 2009/2010 - 2011/2012 OPERATING PROJECTS PER CLUSTER: 2009/2010 - 2011/2012 OPERATING PROJECTS PER DIRECTORATEMayoral Projects(2009/2010 - 2011/2012 OPERATING PROJECTS DEPT SC.&TECHBCM KEY OBJECTIVES KEY OBJECTIVES*1.Good Governace & Community participation.2.Financial viability and Financial Management,3.Municipal Transformation and Institutional4.Local Economic Development+5.Basic Service Delivery and Infrastructure*6.Safe,Healthy and Sustainable environmentTOTAL= 2009/2010 - 2011/2012 OPERATING PROJECTS PER BCM OBJECTIVES Own FundsLeiden PlatformSocial"2009/2010 Draft Operating ProjectsStreet SweepingSocial & Envoronmental S4 Obj)@Formulate & implement a Community Facilities Policy & Programme. Operating Operational1Intergrated Waste Management Plan of Buffalo City1Recycling, Clean up and Clearing of illegal dumps.A well educated comunities on waste management*13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23}To Improve the communites while eduacating them on waste management. Creating job opportunities through recycling initiative.Improved Service DeliveryPoor Service Delivery NthabisengKRemedial & maintenance1, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 2, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 3, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 4, 40, 41, 42, 43, 44, 45, 5, 6, 7, 8, 9Disaster ManagementCommunity Based Risk ReductionuThe implementation of prevention mitigation and preparedness measures to address identified risks within communities.5Implementation of disaster risk reduction strategies.JTo implement strategies to reduce the identified risks within communities.0Communities that are resilient to disaster risk.XLack of capacity that will result in preventable deaths, damage and loss from disasters.No.Strategies will include spatial interventions.Disaster Management Plan.OwenBDisaster Management StructureszTo establish and manage the necessary structures required to address the operation of Disaster Management in Buffalo City.'Structures established and functioning.VTo create and operate the structures required for Disaster Management in Buffalo City.HThe integrated and co-ordinated management of disasters in Buffalo City.XAvoidable death, loss, damage and suffering as a result of poor management of disasters.-The project includes numerous spatial issues.!Risk and Vulnerability AssessmentHThe identification, quantification and mapping of risk and vulnerability Risk assessment reports and mapsyTo identify and map risk so that appropriate prevention and mitigation can be inplemented in new and existing development/Sustainable development and a safer environment&Death and loss and damage to property.)Ensures safe and sustainable development.Disaster Management Plan"Executive Support Sevices Office Mayoral Bursary FundDevelopment Co-Operation I&F12 Obj)'BCM is a Customer-focused organization.OngoingHIV AidsThe Development cooperation and International Relations department pays for flights, accommodation and visa fees. Leiden reimburses BCM for these costs incurred due to the Leiden-BCM partnership Reimbursement for funds utilised%Part of the agreement with the Leideninternational development'international projects not taking placenoDarbyGNot applicable Annexure "A"Newnot applicableBCM utilizes the opportunity of the 2010 World Cup to develop young people and to grow the local economy and position itself as a tourism and sports tourism destination of choice.NOYesN/aGIS Unit I&F15 Obj)/BCM has adequate strategic planning informationStrategic GIS Policy9STRATEGIC GIS POLICY, IMPLEMENTATION AND MAINTENANCE PLANADOPTED STRATEGIC GIS POLICYTO REVIEW PREVIOUS GIS STRATEGIES AND DEVELOP A NEW GIS STRATEGY THAT WILL LOOK AT NEEDS OF BCM, CURRENT INFRASTRUCTURE, MAINTENANCE AND CONTINUATION OF A GIS SYSTEMA POLICY THAT WILL PROVIDE GUIDELINES FOR THE INTERGRATION OFF ALL SPATIAL DATA SETS IN BCM TO ASSIST WITH STRATEGIC SPATIAL PLANNING AND DEVELOPMENT2FRAGMENTED AND NON INTERGRATED SPATIAL INFORMATION;TO COMPLETE A SDF , INTEGRATED SPATIAL INFORMATION IS NEED.INFRASTRUCTURE, SDFS & IDPNdzondiK%GIS Software Licences and MaintenanceUThe existing GIS is based on ESRI software which needs to be maintained and licensed.-Updated maintenance of Municipal GIS SoftwareThe current GIS within BCM uses a approved Standardised ESRI Software products which needs funding to be licensed and maintained.New updates, patches, software releases, software support and enable the continuation of the current functional GIS within BCM.The loss of past Municipal Investments and Resources during GIS Software Implementation. Redesigning and re development of current GIS data formats, desktop applications, data integration, applications,servers and existing GIS skills .uSpatial Development Frameworks are spatially represented in a Format within GIS that can be distributed to all users.MAll sector plans need Spatial Information which is integrated within the GIS. AnnemarieBSpecial Programmes CC2 iii)UReduce gender inequalities as they affect access to jobs, land, services and housing.V Facilitate/ support the establishment of gender structures internally and externally.Gender Strategy FImplementation of priority goals as set out in the BCM Gender Strategy*Implemented gender strategy priority goalsyTo guide the utilisation of funding allocated by the Executive Mayor for the implementation of gender projects within BCMNMeaningful gender development initiatives implemented and sustained within BCMInadequate responses to the needs of gender espcially women within BCM and BCM not meeting its developmental local government mandated responsesUDevelopmental local government initiatives to address gender as a cross-cutting issue;Striving towards sustainable human and economic developmentAs aboveShaunPe CC1 iii)MAddress the HIV/Aids pandemic & mitigate the negative impact on Buffalo City.External institutions are provided with services that assist them to develop and implement HIV/AIDS prevention, mitigation and care programmes.2Decentralised Response to HIV/AIDS in South AfricaJSupport BCM in the Decentralisation of HIV and AIDS Project and ProgrammesDecentralisation of HIV/AIDS re5>To assist BCM in the implementation of HIV and AIDS ProgrammesCDecentralised response to HIV and HIV, with community participation2LAck f meangful participation by community membersN/A I don\'t understand the questionSinazoM I&F17 Obj)1Special Programmes Focal Areas Days of ImportanceACoordination of Special Programmes Focal Areas Days of Importance>Coordinated Speicial Programmes Focal Areas Days of ImportancetCoordinate Speical Programmes Focal Areas Days of Importance and events as determined by National Guidelines and BCMCoordinated Days of Importance:Uncoordinated Days of Importance and abscence of resources^Sustainable City and improving health through promoting cross-cutting issues awareness raising.Striving towards sustainable human development*As per the cross-cutting issues in the IDP NandiphaJ CC5 iii)XYouth development and support programmes are factored into BCM operations and programmesPrioritise the involvement and participation of young people in the municipality's developmental projects. (PWP, Youth Council, Learnerships)$BCM-Umsobomvu Youth Advisory CentresB3 Fully functional BCM-Umsobomvu Youth Advisory Centres within BCM<3 Functional BCM-Umsobomvu Youth Advisory Centres within BCMTo provide counterfunding for the BCM-Umsobomvo Youth Advisory Centres so that they are functional in terms of resources as per their mandateIYouth are able to access services of the Umbsobomvu Youth Fund within BCM(Youth unable to access services as aboveTDevelopmental local government initiatives to address youth as a cross-cutting issueCustomer Care Office I&F1 Obj)Improvement of debt collection.< Customer Incentive SchemeCouncil approved a new ward based incentive scheme in December 2009 to reward those areas with the highest account pament rate.>Increasd payment or collection rate and reduced debtor arreas.UTo increse revenue and to encourage residnts to pay their municipal accounts in time.EIncreased revenue and improved BCM cash flow. Reduced debtor arreas.PBCM will not be able to meet its operational and capital commitments as per IDP.Yes.Revenue enhancement.*indirectly assist.to meet financial needs."Funds being available for projects VictoriaNSupply Chain Management I&F3 Obj)UEfficient and effective financial systems and procedures, compliant with legislation.Intenda Solution Suite6To enhance the acquisition,contracts management of SCM#Training of staff on the new systemKTo enhance the implementation of acquisition and contract management of SCM:Ensure that staff are adequately trained on the new systemNegative impactMercyF!Asset Risk and Financial Services I&F2 Obj)@Compliance with accountiing standards and applicable legislationGRAP Implementation ProjectWImplementation of GRAP standards in terms of the MFMA and other applicable legislation.9Annual Financial Statements that are fully GRAP compliantEffective, co-ordinated Financial Management through streamlined financial reporting of past events and historical data for the purposes of informed decision making.Updated Asset & Accounting Policies and Procedures. Production of Annual Financial Statements and Consolidated Annual Financial Statements that are GRAP compliant. Realignment of Chart of Accounts.pNon-compliance with the MFMA and GRAP standards. Possibility of receiving a disclaimer or adverse audit opinion.CraigWGeneral ValuationsBudget ReformsIT Co-Sourcing ModelMetro Status Impact AnalysisLeiden reimbursement/Logo South Projects Management and coordinationACoordination and Implementation of the Logo South Funded projects$well coordinated Logo South Projects6Coordination and implementation of Logo South Projects.More international funding for projects in BCM No access to international fundsYes,Customer Care I&F13 Obj)7Service current and initiate new partnership agreementsGAVLE PROJECTS 2008-2009 Twinning Partnerships activities.Project Activities of the partnership actionedNPartnership activities of the Gavle - BCM sister city agreement signed in 2005L- Capacity building - Development Cooperation - international expertise #dishonouring partnership agreementsYes staff capacity building(Public Participation and Ward Committees'Public participation and ward commitees,Training and capacitation of ward committeespAppointment of acredited service provider to provide ward commitee induction trainng . Acredited certificates.oTo capacitate and empower ward committees in order for them to execute their duties effectively and efficiently5Well capacitated and fully functional ward committeesBCM will not have fully functional ward committees as required by legislation. Communication between Council and communities will be negatively affectedzEach ward within the BCM Spatial area is required to have a ward committee,which will channel community issues to Council.None of the Above)Public Relations and International Events CC6 iii)^Market & brand the city as a base camp for participating teams and as a destination of choice.!Production of Communications Tool2Production of Marketing and Communication Material-produced marketing and communication materialLProduction of leaflets, phamplets, posters and other communication material.NPromoting and informing the local community on BCM activities and initiatives.2Not making information accessible to local people.,Yes, Customer Care and Access to InformationWard Committee Newsletters%To produce ward committee newsletters$published ward committee newslettersTo Improve access to ward information. To Increase knowledge of ward events and activities. Empower local ward councillors, committees and persons with information.jMore informed ward councillors, ward committees and local communities on ward and local government issues.gUninformed communities that do not participate in local government activities. No public participation.CYes , Customer Care and Promotion to the Access to Information Act. Does noteCustomer Satisfaction SurveydUndertaking a Customer Satisfaction survey to understand peoples needs, complaints and expectations.$Customer Satisfaction Survey for BCMQUnderstand community expectations and needs in order to improve service delivery.3access to data to improve services to local people.RRequirement for customer care, no data to measure customer needs and expectations.Yes, customer care City BrandingDeveloping and implementing a city wide branding for Buffalo City in order to better position the city for investment, tourism and other opportunities.JDeveloping and implementing a city wide branding strategy for Buffalo CityCity branding is a process or means to distinguish a city on a global level by highlighting what is continuously authentic about a city. It is a promise to the world about the essence, character and identity of a city. cities need to brand in order to devYBranding allows for cities to clearly define and distinguish themselves from the next. Local Economic Development ED3 Obj)Growth of the SMME sectorDuncan Village Business HivesNSMME Support Centre that aims at SMME growth and development in Duncan VillageQImproved businesses, employment creation, poverty alleviation, increased tax base10, 5, 6, 7, 8, 9vSMME support and development through business development programmes aiming at economic growth and employment creation9Economic growth, employment creation, poverty alleviationZAbject poverty, increased unemployment, political instability in the area, skills mismatch>Yes, poverty alleviation, employment creation, economic growthFThis is an outcome of the Duncan Village Spatial Development framework~Competitive growth and growing the second economy are two key strategies enshrined in the BCM\'s Economic Development Strategy MzwaneleD ED1 Obj)0Increase foreign and domestic investments in BCMTrade & Investment ProgrammeCUpgrade of the existing BCM Investment Guide with two more inserts.Inserts developed and printed.To supplement the BCM Investment Guide with two more inserts showcasing the opportunities in the BCM with regard to a growing sector of industry.RAttract investments in the BPO (Business Processes Outsourcing) and other sectors.QBPO activites being established at locations providing more / better information.lBPO being mentioned as a promising and growing sector in the LED Strategy, ASGISA and other strategy papers.JochenR ED2 Obj)Growth of Tourism sector in BCMTourism Safety Project+To provide security to visitors to the cityfEastablish a tourist safety forum. To appoint tourist ambassodors in preparation for 2010 and beyond.kTo reduce the level of croime directed at tourists visiting the city. to create a good image for the city.]Reduced level of crime directed at tourists. improved safety for tourists visiting the city.0Bad image for the city as a tourist destination.Tourism Master Plan PhindileM)Emerging Contractor Development ProgrammeNQF Level 2 Qualification - Capacity building and training programme to improve the skills of emerging contractors and their potential to tender.Qualified emerging contractors in NQF Level 242, 4418,24,22uCapacity building and reskilling of emerging contractors to take advantage of procurement opportunities in government.Qualified and experienced emerging contractorsILack of growth in the emerging construction sector, poverty, unemployment&Informal Traders Development ProgrammeProvision of Capacity Building and Training Programme aimed at growing, promoting and developing informal street traders in BCM^Growth of the informal sector, employmen topportunities, incre< ased tax base, poverty reduction14, 40, 42, 44, 45, 5, 6, 7, 9fThe project is geared towards street traders growth and development in preparation for 2010 and beyondEconomic growth of street traders businesses, graduation from street traders to formal businesses, poverty alleviation, creation of employment opportunitiesFstagnation in street traders businesses, rise in unemployment, povertyNTourism Business Support Programmes(Implementation of the Tourism Master Plan)1-45&Tourism and Heritage Route DevelopmentDevelopment of a Tourism and Heritage route linking up all the heritage sites and package them o make it a tourist attractions. Cuurently the tourism, heritage route has been developed in paper but with no proper infrustructure in place. The development|Development of a clear concept document. assessment and analysis of all heirtage sites. Signposting of all heritage sites.42,44oTo faclitate for economic development utilizing the exisiting heritage sites to attract tourists into the area.1increase in number of tourists visiting the city.^lack of exposure and limited marketing of all th heriatage sites and community based projects. ED7 Obj)9Facilitate the development and support of the SMME sector!Economic Data Intelligence SystemSmall Business Support Centre7Training, Business Advisory Services, Business Linkages*14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24\Provision of business support to Local Small Busineses & provision of linkages to the marketDbusiness Skills Development, Competitiveness and Product Development-Lack of skills development for local business Yes - Growth in incomes= Development of Mdanstane is the priority in terms of the SDF Yes - Economic Dev. Strategy*Buffalo City Summer Season Holiday ProgramThis is a comprehensive summer season holiday programme aimed at attracting and providing entertainment for visitors to Buffalo City and surrounding areas.Hosting of Buffalo City Carnival, Switching on of the festive lights and other events that seek to attract visitors to Buffalo City.To create event that will have the potential to attract visitors to Buffalo City. This will contribute towards the growth of the tourism sector.MIncreased number of visitors to BCM; Increase tourist spent in Buffalo City.OLack of activities in Buffalo City to entertain visitors and the local citizensMdantsane One Stop ShopReview of Agricultural StrategyCooperative Support programme ED6 ii)4Facilitate and co-ordinate all tourism role-players.3Dimbaza Tourism Interpretation & Development CentreIt is a Tourism Interpretation and Development Centre aimed at providing information and interpreting the information for tourists and local communities. It will also serve as a point of sale for local indigenous artists and tourism operators.AA fully operational tourism interpretation and development centreTo develop a centre that will service the community of King Williams Town by: 2.1.1 Providing an information to both tourists and locals. 2.1.2 Provide an opportunity to local tourism enterprises to collectively market their businesses.Job opportunities for the local people Contibutes towards economic growth of the area Increase number of visitors to the area Increase level of exposure for King Williams Town through marketing initiatives undertaken. <The area will not benefit from the growing tourism industry.! Yes - Job creation and communityTourism Sector/Economic Project Planning (Feasibility Studies)Urban AgricultureEOperational Requirements & Community Tourism organization ActivitiesOPrinting of a Promotional Video for Umdantsane, Printing of Banners and Folders14-24,34.To promote Umdantsane as a tourist destination:Increased awareness of Umdantsane as a tourism destination;Lack of awareness about Umdantsane as a tourist destination ThembakaziNq ED6 iii)Facilitate transformation of the tourism industry in BCM through design and implementation of a Tourism Entrepreneurship Program.Mdantsane Tourism Centre>Tourism Information Centre for Mdantsane area and surroundingsDTo provide tourism related information to both visitors and local co13-24MTo create a platform and infrustructure for tourism development and promotion_Community participation in tourism, tourism development, transformation in the tourism industryTourism will continue to be missed opportunity for previously disadvtantage communities; lack of tourism development and promotion.Part of Urban Renewal NodeTourism Sector Plan E5 iii);Sustainable use of coastal resources (including estuaries).5Promotion of community and stakeholder participation."Mdantsane Festive Season ProgrammeFestive Season EventsOKAttract touristsForeign incomePublic unhappyBusiness Expos(Review BY-Law in Standing Rules of Order%Policy on Closure of Council MeetingsCouncil Support Budget Office7Reeston Phase 3 - Stage 2 - 1000 units:P5 Top StructureManyano & Tembilihle : P1Manyano & Tembilihle : P27Mdantsane Zone CC - Phase 2 - Stage 1: 1500 Units - P47Mdantsane Zone CC - Phase 2 - Stage 1: 1500 Units - P2,Mdantsane Zone 18 CC - Phase 2 - Stage 1: P18Potsdam Unit P : Stage 2 : 1000 units : P4 : Sales AdminHousing{All citizens especially the poor and those with special needs have access to adequate housing with basic level of services.2R/O Reeston 1&2 : Stage 1A : 1000 (Rectification)Construction of top structuresProvision of low income housingCThe construction of 1000 low income units for the Reeston communityDTo address the housing shortfall and the de-densification of Reeston"An increase in the housing backlog6In terms of the Housing Policy and Implementation Plan)Second Creek Deveolpment: 300 Units: P4Dept of Land AffairsBranding of cities has the power to change perceptions by highlighting the positive and completely unique features of a city in order to attract investors, tourists and to contribute to the general morale of a city and not proceeding with it could hamperYes, sustainable cityDisability ProgrammesBCM Persons with Disabilities (PwD) benefit from disability programmes and initiatives in line with the BCM Disability Strategy and IDP.BCM implements PwD programmes andn initiativesTo provide BCM PwD with access to programmes and initiatives therby increasing their access to goods and services including their active participation in mainstream society8BCM PwD are empowered through programmes and initiatives]Inability of BCM PwD to access goods and services and non participation in mainstream societyOlder Persons Programmes{BCM older persons benefit from older persons programmes and initiatives in line with the BCM Older Persons Strategy and IDP8Older persons programmes and initiatives are implementedzTo provide BCM older persons with access to programmes and initiatives in line with the BCM Older Persons Strategy and IDPBCM older persons have access to programmes and initiatives thereby taking their needs into account in muncipal service delivery2BCM older persons needs are not taken into account:Striving toward sustainable human and economic development Mainstreaming Special ProgrammesBCM is capacitated such than the mainstreaminf of the Special Programmes Focal Areas is mainstreamed into the core business of all directorates/Mainstreaming of Speical Programmes Focal AreasuTo capicitate BCM to mainstream the Special Programmes Focal Areas throughout all directorates in their core business:BCM effectively mainstreams Special Programmes Focal AreasYIneffective or no mainstreaming resulting in further marginalization of vulnerable groups< BCM Speical Programmes Focal Areas Strategies ImplementaionAllocation of financial resources to review and implement BCM Speicial Programmes Focal Areas Strategies ie HIV and Aids and Youth Development Strategy4Revied BCM Speical Programmes Focal Areas StrategiesxStrategies are time linked and need to be reviewed. Financial allocation of resources in order to do this is essential.5Reviewed, re< levant strategies guiding the institution"Irrelevant and outdated strategiesJDevelopmental local government initiatives to address cross-cutting issues-Office of the Director of the Executive Mayor I&F9 i)Research, policy, knowledge management processes undertaken in BCM are coordinated, credible and linked to the information and knowledge requirements of the municipality.Capacity Building I&F9 iii)?Develop & implement Knowledge Management Strategy and FrameworkDocumentation of Case StudiesATo foster peer learning through documenting and sharing knowledge=BCM will have a readily available database of good ppracticesLTo develop an actionable Knowledge Management Framework and Strategy for BCMACoordinated and credible knowledge management implementation planKWasting of resources due to lack of coordination of service delivery effortAndileKInternal AuditAnti Corruption Strategy.Develop Fraud Strategy. !Improved fraud detection measuresPTo provide for the development and implementation of an Anti Corruption StrategyjAn increase in the number of prosecutions of irregularies with a long term reduction in instances of fraudQNon compliance with statutory duty of Accounting Officer in terms of legislation.GeoffW I&F13 i)[Capacitation of Internal Audit activity and implementation of elements of the IIA Strategy.6Develop Framework for compliance with IIA Standards. -Framework for compliance with IIA Standards.7Develop Framework for compliance with IIA Standards. %General Compliance with IIA standardsOTo ascertain the implications of adopting and complying with the IIA standards.<Adoption of standards and IIA quality reviews of work of IAA:Non compliance by Accounting Officer with Statutory dutiesHDevelop implementation framework plans for each partnership agreement. Fraud HotlinePInvestigate practicalities and implications of a fraud hotline and implement. NCompliance with statutory provisions and reduction in fraud and irregularitiesSTo investigate the requirements and provide for the introduction of a fraud hotlineIAn increase in the number of fraud and other irregularities investigated.Non compliance with statutory provision of the Accounting Officer as set out in the Local Government: Municipal Finance Management ActRisk Management Framework.5Develop and implement a Risk Management Framework. <Improved management of risk resulting in improved operations&To develop a Risk Management FrameworkTImproved operations arising from proactive monitoring of risk mitigation strategies.:Non compliance by Accounting Officer with statutory duties I&F5 i)TOperating budget efficiently and effectively structured to support service delivery.FInvestigate service delivery options and public/ private partnerships.Internal Audit SoftwareSoftware licencesHProvision of audit software to specification required by Auditor GeneralwTo provide for licences to continue to operate internal audit specific software to meet requirements of Auditor General\Production of internal audit work to standards set by the IIA as required by Auditor GeneraljNon compliance with provisions of the Local Government: Municipal Finance Management Act and IIA StandardsYes - enhanced productivity/Does not align with SDF as is an operating tool&Municipal Manager and Support ServicesCC2 i)hReduce gender inequalities as they affect access to jobs, opportunities, land, services and procurement.)Review gender strategy and plan of action4Buffalo city municipality\'s transformation strategytransformation strategystrategy document developedAis to develop a guiding document towards our transformation goals%guiding documents for the institutionfBuffalo city will have no transformation targets and it will then be difficult to monitor and evaluateEquitable ShareFinance Management GrantMunicipal Infrastructure Grant3 , 5 6, 7, 8, 93, 4 14,15,16,17,18,19,20,21,22,23,24Speakers Office&Municipal Systems Infrastructure GrantDebtors Management Office $Billing Data Cleanup and MaintenanceAppoint Service provider to assist with the cleanup of the billing database to enhance revenue collection and to improve customer relations and the cash flowClean Billing Database!To have a clean billing debt bookLand SurveyingSettlersway LSDFMount Coke Settlement Planning-Kidds Beach & Rural Areas - Feasibility StudySouthernwood/ Belgravia LSDFVincent Berea LSDF ReviewSDF Review & Implementation)Mdantsane Boundary Rectifications Phase 1)Mdantsane Boundary Rectifications Phase 2 Own fundsRaymondFLarsKLUMS GuidelinesCouncil approved Policy>To produce LUMS guidelines to adjudicate planning applicationsPromotion of developmentHolding up of development(This is one of the programmes in the SDFQSettlement Planning of the Mount coke are for township establishment requirements?Layout plans for the Mount Coke and immediate surrounding areas[Formalisation and township establishment of the Mount coke and immediate surrounding areas.SFormal layout plans with planned sites that can be surveyed and ownership obtained.7Continued unco-ordinated growth of the Mount Coke area.YESzFeasibility study to identify the need and the availability of land and services for the purpose of township establishmentFeasibility studyFeasibility study to establish the future need for housing and to identify suitable land parcels and the availability of services in the area of Kidds BeachPFeasibility study that can be used for starting township establishment processesBUnco-ordinated development of the areas in and close to Kidd BeachAligned to SDF,Land use guidelines for planning aplicationsApproved planning policy7To formulate policy for approving land use applications%Promote development and urban renewalhold up developmentn/aPart of the SDF Programme I&S1 a Obj)(Provide Spatial guidance for developmentHReview and updating of Land use policy for the Vincent Berea Policy areaApproved Planning Policy2Review existing guidelines contained in the VBLSDFPromote development'Hampering retail and office developmentSpatial Development FrameworkLand use management effectively directs and regulates development and use in desired manners whilst promoting economic efficiency and growthThe Spatial Development Framework (SDF) is compiled to support the development vision, and sectoral objectives and strategies identified in the Buffalo City Municipality s IDP. In terms of Section 26(e) of the Municipal Systems Act (Act No. 32 of 2000),LA reviewed and updated Spatial Development Framework (SDF) for Buffalo City.KReview and update and implement the BCM Spatial Development Framework (SDF)4The SDF will guide development and investment in BCM+BCM will not meet legislative requirements.BThe Review of the SDF is contained in the SDF implementation plan.An investigation into the extent of boundary discrepancies in Mdantsane, attributable to the MSO, and the determination of agreeable solutions thereto.A comprehensive report recommending agreeable solutions to the existing problem and quantifying the exact costs of implementation thereof.1) Quantifying the exact no. of boundary anomolies in Mdantsane (attributable to the MSO). 2)To determine most agreeable solutions to the problems. 3) To quantify the costs and timeframes of solutions.eThe affected property boundaries in Mdantsane will correlate with the existing fences and structures.Certain property owners will be unable to obtain approved building plans for further house extensions, since their actual property boundaries do not correspond with their perceived boundaries. Yes, since it is the rectification of existing boundary anomolies, created by the Mdantsane Special O< rganisation in their development of Mdantsane.(This is an existing approved settlement.The implementation of recommendations from Phase 1 of the same project. Phase 2 will involve the subdivision and consolidation of residential land in Mdantsane.?Correlation between existing fences and the property boundaries1) The implementation of the recommendations from Phase 1 of the project (This might involve subdivisions and consolidations or repositiong of existing fences).Certain property owners will be unable to obtain approved building plans for further house extensions, since the actual property boundaries do not correspond with the perceived boundaries.Yes, since it is the rectification of existing boundary anomolies, created by the Mdantsane Special Organisation in the development of Mdantsane.The benefits of the project is by cleaning the billing debt book it will result in enhanced revenue collection and thereby improved customer relationsBy not proceeding with the project will result in poor revenue collection and poor customer relations due to the number of queries raised by the public regarding incorrect billing. All revenue must be collected in terms of the municipal systems actLeonVBilling Debt Book analysisAppointment of individuals/institutions to analyse the billing debt book and identify uncollectable debt that can be submitted to Council for write off/A clean debt book that reflect collectable debttTo analyse and identify debt in the billing debt book that is irrecoverable and submit this to Council for write offyCollecting debt that is recoverable is cost effective. The result must be to have a billing debt book that is collectableAttempting to collect debt that is irrecoverable is not cost effective. This results in throwing good money after bad and wastes Council\'s scarce resources.Organisational DevelopmentRates and ValuationsOffice of the DirectorEmployee Assistance ProgrammesEmployee Assistance Programmes which form part of an integrated EWP provide a comprehensive range of Workplace interventions to manage the impact of personal/workrelated difficulties on employees as well as support and guidance in dealing with issues that1. Substance Dependence training 2. VCT Campaign 3. Develop and print EAP pamphlets 4. Development of E-learning programme for confidential self referral 5.Training of Peer educators. Purchasing Peer education kits & printing of certificates by appointedTo empower BCM employees with knowledge and skills on dealing with Substance abuse, HIV/AIDS & create awareness 2. To reduce the spread of HIV transmission amongst employees 3. To know your status 4. To reduce the impact of psychosocial ills on employeesReduced absenteeism rate, Reduced accidents at the workplace, Lower HIV prevalence, Socially skilled employees, improved service delivery and employee relations and reduced grievances. Early detection of occupational diseases and leagal requirements willSickly workforce, High absenteeism rate, High HIV prevalence, Low productivity, Increased Workplace accidents. Exposure of employees to occupational diseases, unmet legal requirements can lead to lawsuits.HIV/Aids Cross Cutting StrategyNoelM I&F11 ii)Transform organizational culture to be developmental and performance oriented, thus enabling BCM to realize its vision & mission./Review and implement the Workplace Skills Plan.Training and DevelopmentThe IDP highlights a critical need for better service City Development delivery and resource management. To realise this need it is important to capacitate personnel sothat they are competent in their areas of work. Competent staff will optimise performanIdentification and analysis of training needs from departments. Compilation of the Workplace Skills Plan based on the training needs identified and its submission to the LGSETA thereof.Formulation of an operational training strategy.Awarding of bursaries.In order to improve on service delivery in Buffalo City Municipality to the satisfaction of its ratepayers and potential customers there is a crical need to develop the skills and competencies of its employees and its leadership sothat they can perform opCompetent staff able to perform optimally for rendering of good quality service to the BCM external and internal customers as well as availability of talent pools for service delivery sustainability.Service delivery will deteriorate as a result of poor performance stemming from incompetent employees and their leadership.Deterioration of staff morale as a result of lack of development opportunities and loss of scarce skill staff members. I&F6 Obj)6Capacitate the institution to improve service delivery7Capacity Building Programmes: External Study AssistancepImplementation of BCM Talent Management Strategy in so far as recruitment of young Graduates to BCM is concernedProject Plan for the implementation of the Graduate Recruitment Program. Recruitment of young Graduates to join BCM in terms of scarce skill areas. Offering of bursaries to youth in universities in accordance with scarce skills identified.TTo beef up staff capacity for BCM in so far as areas of scarce skills are concerned.1. Having a local labour market with relevant competencies and skills required by BCM.2. New employees who will already have been socialized into the organisation during the period of study assistance and temporary appointments during vacations.Contributi1. Unimproved service delivery as a result of lack of required skills and competencies from the staff.The BCM Talent Management and Retention would be relegated to being not fully implemented.BCM will not be competitive enough to attract people with rightEconomic Development Strategy7Capacity Building Programme - Internal Study AssistanceSProvision of study assistance to all permanent BCM employees as per Council Policy.AAwarding conditional study assistance donations to BCM employees.To provide assistance to BCM employees to pursue studies that will equip them with skills and competencies that will in turn improve service delivery.1. Highly skilled and qualified workforce. 2. Improved career development and reduction in staff turnover.3. Improved productivtyj1. Shortage of internal skills for succession. 2. Low staff morale that will result in high staff turnover I&F7 Obj)=To be compliant with National Treasury reporting requirementsCouncillor TraininguPlanning and provisioning of training programs to councillors in accordance with training needs identified form them.Councillor training needs analysis.Budget for councillor training.Training plan for councillors.Training statistics.Quarterly and annual training report.Councillors are equipped with knowledge and skills that will enhance their performance in terms of their roles and responsibilities.Councillors have a better understanding of their roles and responsibilities as well as porcesses and systems applied in the institution.Better cooperation between officials and councillors.Councillors empowered with skills and qualifications relevant toConfrontations between councillors and officials as a result of lack of knowledge on the part of councillors.Inability to handle certain situations, processes and systems on the part of councillors as a result of lack of knowledge and skills.No direction" Yes.Capacity building conditions.Housing Department I&S5 Obj)CC0050006000250425016000150250026003550400049000650085000201080110Management Information Services^All citizens especially the poor and those with special needs have access to adequate housing.:Potsdam Unit P : Stage 2 : 2003 units : P5 : Top Structure'The provision of 2003 RDP housing units21, 25STo provide low income housing to beneficiaries living in the Mdantsane Sharing Unit6Beneficiaries to remain in the Mdantsane Sharing Units3In terms of the IDP and Housing Implementation Plan"West Bank Restitution project: P5West Bank Restitution Project Housing Units32lThis project is a compensation by Land Claims for< the community of West Bank that were moved from thier landgThis will restore the human dignity of West Bank beneficiaries by providing houses with proper servicesR; "=1?@NAItCEp F H I0KL24NO@Q BSTUV&WWBXfY$ZZ[{j[\]/^_alcke gg h Di =jlaoqhs4ufvxz w|$~O5`3 b A-XWLwՔ<GN ץ %GNw~'.@G pS* ǿstW kN l iL~aA$sVS6R5Q UuAccB  (G!JiqW  dMbP?_*+%, Page &P of &N&'( `?)~?MJHP LaserJet P2050 Series PCL 6lC odXXLetterDINU"H SP@HSMTJ8HP LaserJet P2050 Series PCL 6InputBinFORMSOURCERESDLLUniresDLLHPDocUISUITrueESPRITSupportedTrueHPPCompositeUSBGetSerialNumberhppdvq01.dll_getDeviceSerialNumberWHPPInstallTimeConfighppdvq01.dll_getDevicePPMDuplexerWHPPCompositeUSBFilehppdvq01.dll_getDeviceSerialNumber_getDevicePPMDuplexerResolution600dpiFastResTrueOrientationPORTRAITHPOrientRotate180FalseDuplexNONEPaperSizeLETTERMediaTypeAUTOCollateOFFEconomodeFalseTextAsBlackFalseTTAsBitmapsSettingTTModeOutlineJPEGEnableAutoAlternateLetterHeadFalseHPPaperSizeALMConstraintsSTATEMENTHPManualDuplexPageOrderEvenPagesFirstHPCustomDUplexableRange3x5_8.5x14PrintQualityGroupPQGroup_2HPLpiSelectionNoneHPDocPropResourceDatahpchl082.cabHPColorModeMONOCHROME_MODEHPPDLTypePDL_PCL6HPPJLEncodingUTF8HPJobAccountingHPJOBACCT_JOBACNT_GROUPNAMEHPJobByJobOverrideJBJOHPJobAccWoPinTrueHPXMLFileUsedhpc20556.xmlHPManualDuplexDialogItemsInstructionID_01_FACEDOWN-NOROTATEHPPaperSizeDuplexConstraintsEXECUTIVEHPMediaTypeDuplexConstraintsHEAVYHPPCL6PassThroughTrueHPSmartDuplexSinglePageJobTrueHPSmartDuplexOddPageJobTrueHPManualFeedOrientationFACEDOWNHPOutputBinOrientationFACEDOWNHPManualDuplexDialogModelModelessHPMapManualFeedToTray1TrueHPManualDuplexPageRotateDriverRotateHPPrintOnBothSidesManuallyFalseHPStraightPaperPathFalseHPNUseDiffFirstPageChoiceTRUEHPPageExceptionsFileHPCPE082HPPageExceptionsInterfaceShowPageExceptionsHPPageExceptionsLowEndHPPageExceptionsLowEndVerHPPageExceptionsCoverInsertionHPDuplicateJobNameOverrideSWFWHPPngPassthroughTruePSAlignmentFileHPCLS082HPSmartHub_OnlinediagnostictoolsTRUEHPSmartHub_SupportandtroubleshootingTRUEHPSmartHub_ProductmanualsTRUEHPSmartHub_CheckfordriverupdatesTRUEHPSmartHub_OrdersuppliesTRUEHPSmartHub_ShowmehowTRUEHPSmartHubInet_SID_263_BID_514_HID_265HPConsumerCustomPaperTrueHPEnableRAWSpoolingTrueJRConstraintsJRCHDPartialIUPHxAkA4 bk{ 9e;4]ӂA㡘T)D ~^rxPM/]&TdmofwZiQb0lj@"uR_.J]PҔ8k\$?G82rG6x.9\8O*I$B0Vt:tH}mszNT|$ܖ% rcXriQ yOuO&=(2a2j@h{H !!i|''[BƚA.`P!,fXSUE_ل kkCƑq]{6ʹ kkY^밴3ixNvpd]_ڟLtm5W#|˰LnO1rY67ݛj|~|V{iRX(Y[BmJg A!#+Ì^3Ha;W-_wV\/{Տ߾8}sy'gg.y .nM!B!CCwx">XX `? `?&`U} IA} A}  J} $A}  A} /A} $ A}  A} J} /A} /A} A} #J} I J} $A} /A}  A}  B} CColumn AColumn CtPt!!  ,GG@@      klllllllll m iinnnl^^^^^^ ^ _  g g h g g g g g g  h  g  g  g  h h h g g g g g g g g M M M<XXjXXXXXXjXXXXXXXXXXXooo :XjXXXXXXjXXXXXXXXXXXooo X N~ jТ@ XXXXXXj  X   XX  K$@? 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