cities support programme consolidated quarterly report oct ... _centre... · • 1st national...

CitiesSupportProgrammeConsolidatedQuarterlyReportOct–Dec2017(Quarter3FY2016/17)

Date:2017/01/16

2|P a g e

Contents1 ExecutiveSummary...................................................................................................32 ProgrammeManagement..........................................................................................42.1 StrategicSupport................................................................................................52.2 StakeholderEngagementandKnowledgeManagement.....................................62.3 Planning,Monitoring&Incentivising..................................................................82.4 CoreCityGovernanceSupport..........................................................................112.4.1 LeadershipandGovernance.............................................................................112.4.2 PlanningandReportingReforms......................................................................132.4.3 InfrastructureFinance......................................................................................162.4.4 InfrastructureDelivery.....................................................................................17

2.5 HumanSettlementsSupport............................................................................182.5.1 PlanningSupport..............................................................................................182.5.2 UpgradingSupport...........................................................................................212.5.3 HumanSettlementsFinance............................................................................23

2.6 PublicTransportSupport..................................................................................242.6.1 Leadershipandplanning..................................................................................242.6.2 Capacityandsupport........................................................................................262.6.3 Finance.............................................................................................................28

2.7 ClimateResilienceSupport...............................................................................292.8 EconomicDevelopmentSupport......................................................................302.8.1 Leadership,strategy&planning.......................................................................302.8.2 Citysupport......................................................................................................322.8.3 Enablingenvironment......................................................................................35

3 Citylevelimplementation........................................................................................393.1 CityCoordinationSupport................................................................................393.2 BuffaloCityMetropolitanMunicipality............................................................403.3 CityofCapeTownMetropolitanMunicipality..................................................423.4 CityofJohannesburgMetropolitanMunicipality..............................................443.5 EkurhuleniMetropolitanMunicipality..............................................................463.6 CityofTshwaneMetropolitanMunicipality......................................................483.7 eThekwiniMetropolitanMunicipality..............................................................503.8 MangaungMetropolitanMunicipality..............................................................513.9 NelsonMandelaBayMetropolitanMunicipality...............................................53

4 Operations...............................................................................................................564.1 AnnexureA–ProgrammeImplementation......................................................574.1.1 CoreTeamLevelofEffort.................................................................................574.1.2 City-SpecificLevelofEffort...............................................................................584.1.3 Component/Sub-ComponentSpecificLevelofEffort.....................................594.1.4 DBSABudgetvs.Expenditure...........................................................................604.1.5 WorldBank-SecoBudgetvs.Expenditure......................................................61

5 Approvals................................................................................................................62

3|P a g e

1 ExecutiveSummaryThe Cities Support Programme (CSP) supports metropolitan municipalities to lead thedevelopmentofmore inclusive,productiveandsustainablecities. It followsanoutcomes-based and results-focussed approach summarised in the programme’s theory of change,underpinnedbytheBuiltEnvironmentValueChain.TheprogrammedesignisdetailedintheCSPFrameworkDocumentandisavailableonrequest.This reportdescribes theprogressandoutputsof theCSP for theperiod fromOctober toDecember2016(Quarter3ofFY2016/17).ItalsohighlightsoutputsplannedforthefourthquarterofFY2016/17(JanuarytoMarch2017).Thethirdquartercontinuedtofocusontheimpactofthelocalgovernmentelections,withtheCSPactivelyestablishingrelationshipswithnewleadershipofMetrosandunderstandingtheirpriorities.RequestsfromcitiesforbriefingsonCSPobjectivesandprojectscontinued,withinthecontextofthebroaderintergovernmentalrelationshipwiththeNationalTreasury.ThesebriefingswereundertakenaspartofabroaderIGRteam,facilitatedbytheCSP.TheExecutiveLeadershipProgramme,initiallyscheduledfor31Octoberto4November2016,will now happen on 27 February to 3 March 2017 and will be a highlight of 2017. Theprogrammeenablesanimpressivearrayofinternationalandlocalexpertstowithseniorcityleaders, to jointly broaden their knowledge, experiences and practical approaches foraccelerating city transformation. It will also provide the opportunity to building workingrelationshipswithinmetropolitanteams,acrossthe8metrosandwithnationalgovernment.Highlightsinthethirdquarterincluded:• ThepreparationandhostingoftheCityBudgetForuminNovember• A successful series of workshops were held with sector departments and respective

functionalofficialsfrommetrostoagreeonarationalizedsetofreportingrequirementsformetros.

• InOctober2016theMinisterlaunchedtheopendataportalonmunicipalfinancescalledMunicipalMoney.Providinganalysis,supportedbyciviceducation,forcitizensithasbeenwellreceivedbycivilsocietyandthemedia.

• The publication of the 2017/18 BEPP guideline document. The guidelines reflect anincreasedfocusonalignmentbetweentheBEPP’s,andlongertermmetropolitanplanninginstruments(theMSDFandIDP)aswellasaconsolidationoftheoutcomesbasedplanningapproachwiththeassociatedoutcomeindicators.

• The12modulesthatmakeuptheCityInfrastructureDeliveryandManagementSystem(CIDMS), were consulted upon, peer reviewed and finalized for publication andimplementation.

• AseminarwasheldonSocialandEnvironmentalManagementofInfrastructureDeliverywasheldinNovembertoconcludeandintegratethreerelatedresearchprojects.

• WorkshopontheHumanSettlementsStrategyModellingandUnderstatingResidentialofMarkets and Demand Side Financial Instruments was successfully held on 21 and 22November2016,attendedbyallMetrosandtheDepartmentofPlanning,MonitoringandEvaluation(Presidency)andNationalDepartmentofHumanSettlements

4|P a g e

• A2dayworkshopwasheldonIntegratedPublicTransportNetworkplans(IPTN)designandcontent,andaswellanunderstandingofthestatusquoofIPTNformulationinthecountry

• TheSub-NationalDoingBusinessproject(ED1)rolledoutextensivesupportmissionsineachofitsindicatorareas

• A first City Investment Promotion mission (ED15) delivered investment promotionframeworksandassociatedactionplansfortwometrostoworkonaheadofasecondmissioninthenextquarter

• 1stNationalTechnicalWorkingGroupmeetingonRegisteringProperty,withexcitingnewpossibilities–refer2.8.3inthedocument

• AsuccessfulworkshopwasheldwiththeWorldBankandaconceptnoteforasecondarycitiesprogrammewasfinalisedinassociatedwithDCoG

Plannedactivitiesinthefourthquarterinclude:Anumberofactivitiesareplannedacrosscomponentsintheforthcomingquarter(JantoMar2017),acrossallprogrammecomponents,including• TheExecutiveLeadershipProgrammeplannedfor27Februaryto3March2017• SupporttoLGBAinthehostingoftheMunicipalMid-Yearvisits• Thehostingof technical assistanceandpeer learningeventsaround theSubNational

DoingBusinessproject• SubmissionofdraftBEPP’sbyendMarch

2 ProgrammeManagementIn accordancewith theannualplan, a key focusofprogrammemanagementhasbeen toenhancestrategiccoordinationacrossgovernment forCSP implementation.To thisend,asuccessfulworkshopwasheldwiththeWorldBankandaconceptnoteforasecondarycitiesprogrammewasfinalisedinassociatedwithDCoG.Additionalcoreteamcapacityarrivedinthisquarter,allowingprogrammeimplementationarrangementsasawholetostabilise. Achievedin3’rdQuarter PlannedfornextquarterCode Project Outputs

deliveredProcessundertaken

Outputsdelivered

Processundertaken

PM17 ProgrammeManagementCoordination

Inductionofnewcoreteammembers

Annualplan

PM19UrbanPolicyDevelopment

Support

WorldBankWorkshopandNote

Workshoppreparationsandconsultations

Secondarycitiesprogrammeconceptnote

Meetings,consultations

Detaileddesignforsecondarycitiesprogramme

InteractionsandsupporttoDCOGonIUDFimplementation

RAS2submission

RAS2discussionswithWB

Risksandmitigations

5|P a g e

ThereisweakresponsefromDepartmentofCooperativeGovernance(DCoG)-meetingswithDCoGleadershiptoagreeonclearinterfacesandaframeworktoworkwithin.

2.1 StrategicSupportTheCSP’sMonitoringandEvaluationmember(StanleyMutisi) joinedtheteaminOctoberandstartedtakingonresponsibilities,particularlyworkingontheproject-levelplanningandmonitoringprogressagainsttheseplans.ThisquartersawthefacilitationoftheIGRstrategicplanningsessionandpartofthefinalCSPhome week meeting for 2016. Support to the IUDF was initiated through a number ofexploratorymeetingsandthedraftingofaninitialconceptnote.Theframeworkpresentationwas updated as was the planning,monitoring, reporting and evaluation framework. Thisquarter saw significant progress on themid-term evaluationwith service providers beingappointed and completing the inception phase. Finally, the procurement of the internalcoach(PM24)wascancelled.Ascanbeseenfromthetablebelow,mostoutputsandprocessesfelloutsideofwhatwasplanned. Achievedin3’rdQuarter PlannedfornextquarterCode Project Outputs


Outputsdelivered

Processundertaken

PM8 Planning UpdatedframeworkpresentationUpdatedplanning,monitoring,reportingandevaluationframework

IGRstrategicplanningfacilitationCSPhomeweekfacilitation

Updatedframeworkdocument.PlanfortheremainderoftheCSPQ4planUpdatedProjectsheets

QuarterlyreviewsessionsIGRAmazingRaceFacilitationReview of allproject sheetsand holdsupportingmeetings withprojectmanagers andcomponentleadsReviewproduct-processdropdownboxes

IUDFSupport Conceptnote Variousmeetings

UpdatedconceptnoteProjectcharterFramework

Workinggroupandsteeringcommitteemeetings

PM18 Evaluation AttendedsecondProjectSteeringCommitteemeetingatPresidencyand3otherfollowupmeetingsas

LiteraturereviewTheoryofchangeReportstructure,analyticalevaluationframework,final

TheoryofchangeworkshopSteeringcommitteemeeting

6|P a g e

Achievedin3’rdQuarter PlannedfornextquarterCode Project Outputs


Outputsdelivered

Processundertaken

partofBidselectionCommitteeandfollowedbytheProjectInceptionmeeting.

datacollectioninstrumentsFieldworkreport

PM24 CoreTeamCoachingSupport

- Procurementcancelled

- -

ThenextquarterwillseeaconcertedefforttoplanfortheremainderoftheCSP.Thiswillincludeaparticularfocusonthehumansettlementsandclimateresiliencecomponents.Themid-termevaluationwillbe infull implementationwithvariousanalytical instrumentsbeingfinalisedandthefieldworkbeingundertaken.WorkontheIUDFwillbegininearnest.Lastly,followingarequestfromtheDDG,supportwillbeprovidedtoholdingofanamazingraceeventtobuildtheIGRbranchaswellasillustratewhatmuchoftheworkofthebranchresultsin.

2.2 StakeholderEngagementandKnowledgeManagementThepreparationandhostingoftheCityBudgetForuminNovemberwasthekeystakeholderactivityforthisquarter.StakeholdersupporthasbeenprovidedontheExecutiveLeadershipProgramme through the management of the stakeholder work stream, on the CityCoordinatorsmeetingandtheengagementwithNationalDepartmentofTransportonthedelivery of CSP products for public transport. Two brown bag seminars on land basedfinancingandmunicipalmoneywereheldwiththerelevantNationalTreasuryofficials.Thedevelopment of knowledge products (CSP tools) for Public Transport was initiated thisquarter. Achievedin3’rdQuarter PlannedfornextquarterCode Project Outputs


Outputsdelivered

Processundertaken

PM3 StakeholderManagement

CityBudgetForumsuccessfullyhosted

Preparationofconceptnote,agendaandfinalisingofreports.Liaisedwithcities,nationaldepartmentsandCSPpartnersregardingtheirparticipationandinputs.Securedexternalguestspeaker.

CBFmeeting PreparationandimplementationofConceptDocumentandAgenda

7|P a g e



Outputsdelivered

Processundertaken

Citycoordinatorsmeetingheld(Support)

Draftminutesandinputintoprogramme.PresentationonCSPactivities

WBRASMissionsuccessfullyhosted

Engagedwithstakeholderstoproduceaprogrammeforthemission

PartnerengagementwithCoGTA

InitialmeetingattheDDGlevelandfurthermeetingwiththeDeputyMinister

SECO–SecretaryofStatevisit

EngagementsheldwithCOJandJDAtodevelopandimplementaprogramme,includingsitevisits

Donor’smeeting

Information/orientationmeetingupdatinginternationaldonorsandDFI’sontheCSP

PM4 Communications Seminars:o Municipal

MoneyLandBasedFinancing

Organisationofspeakers,invitationsandlogistics

Maintenanceandmanagementofwebsite

Regularupdatesonthe‘dynamic’informationonthewebsite

Websiteupdatedonrecentworkshopinformationandevents

Communicationsupport(conceptdocumentandprogramme)onHousingStrategyworkshop

WhatsUp–contributionMarketingandbrandingforELC

PM13 KnowledgeManagement

Pipelineofknowledgeproducts

Engagementwithprojectleadsonpotentialknowledgeproductsthatneedtobegeneratedfortheyear

2practicenotesonSNDBindicators3practicenotesonPToperations1practicenoteonHS–Informalsettlements

AppointmentofserviceproviderandsupportondeliverablesthroughtheWorldBank

3informationandpractice

SupportonCSPtoolkitsand

EngagewiththeCSPcomponent

8|P a g e



Outputsdelivered

Processundertaken

notesproducedinEDcomponent

exhibitionforELP

leadsandpartners(COGTA,SACNandSALGA)

2.3 Planning,Monitoring&IncentivisingThehighlightsofthethirdquarterare:-a) TheissuingoftheGuidelinesfortheBEPPSfor2017/18MTREFon1Nov2016;b) Reducingthenumberofintegratedoutcomeindicatorstonomorethan10forinclusion

intheBEPPsforthe2017/18MTREFandsubsequentreporting.Inaddition,illustrationsofthemunicipalresultschainandthebuiltenvironmentvaluechainwerefinal

c) Appointed dedicated CSP project manager for Catalytic Projects given the strategicimportanceoftheseprojectsasresultsoftheoutcomes-ledplanningapproach

d) LinkedtheBEPPProgressionModeldirectlytotheperformancecriteriafortheICDG

Achievedin3’rdQuarter Plannedfornextquarter

Code Project Outputsdelivered

Processundertaken

Outputsdelivered

Processundertaken

PM10 BEOutcomeIndicators

9BEOutcomeIndicatorsthatwillbeusedtoreportonforthe2016/17BEPPsaswellasthe2017/18BEPPsToRsforillustratorUpdatedspecificationsheetsUpdatedreportingformat

Consultationswithcitiesandkeystakeholderstoidentifythoseindicatorsthatarebestmanagedandpopulatedbynationalgovernment,andarationalisationoftheindicatorstobeadoptedbymetros.Thiswasfinalisedon28September2016attheBEPPWorksession.

PopulationofindicatorstobemanagedbynationalgovernmentFinalisedtop10listofcityoutcomeindicatorswithassociatedspecificationsheets,baselinesandtargets.Baselinedatafornationallysourcedindicatorspresented.Internalguidelineforcomponentleadsandcityco-ordinators

Sourcedataandpopulatethebaselines.EngagewithCSPcomponentleads.EngagewithSACNoninstitutionalisingprocessMeetwithEkurhuleniandothercities,onrequest

Illustrationsofthemunicipalresultschainandbuilt

PresentationtoEkurhuleniontheoutcomeindicators.

Baselinedatafornationallysourced

FurtherengagementwithSACN.

9|P a g e



Processundertaken

Outputsdelivered

Processundertaken

environmentvaluechain.UpdatedsectiononoutcomeindicatorsintheBEPPguidelines.

PlanningsessionwiththeSACNtoutilisetheindicatorsreferencegroupforfurtherengagementontheoutcomeindicators.

indicatorspresented.

PM20 BEPPAnnualProcess

TheissuingoftheGuidelinesfortheBEPPSfor2017/18MTREFon1Nov2016

TheissuingoftheGuidelineswastheculminationoftheAnnualReviewoftheBEPPsfor2016/17,andtheworkshoppingoftheDraftGuidelinesfor2017/18withmetrosandotherstakeholdersduringAug–Oct2016.

ProvidingindividualsupporttosomemetrosforthepreparationoftheirDraft2017/18MTREFBEPPs

CPTandBCM

TestingtheapplicationofIntegrationZonePlanningGuidelineswith2metrosduringNov2016

ETKandEKU

PM21 ICDG SecondtransferofgrantallocationsundertakeninNov.

Compliancecheckedintermsofcatalyticproject

10|P a g e



Processundertaken

Outputsdelivered

Processundertaken

MemoforCBFreflectingUrbanGrantsreviewandprogressICDGEvaluationreportfor2015/16Draft2017/18grantframeworksubmitted

informationsubmitted.Utilisedreportssubmittedbythe8metros

Finalise2017/18grantframeworkReviewandfinaliseperformancegrantdesign

ThiswillbedoneaspartoftheDoRAsubmissionandapprovalprocessWorkshoptobeheldwiththemetros(asperCBF)ontheperformancegrant

PM23 CatalyticProjectsRegistrationandtracking

8separatelistsofcatalyticprojectsextractedfromBEPPs2016/17MTREFandconsolidatedintoonespreadsheetforfurtherrefinement

DiscussionandintroductionofastructuredprocesstoapplytheUNSInterventionrationaletothelonglistofprojectssothatitmayberefinedtocatalyticprojects.

RefinedlistofcatalyticprojectsbyendNovember2016

ApplyingtherigouroftheUNSinterventionrationaleandregisterprojectfortracking.FinaliseprocurementandappointmentofPSPDoprojectsheet.

IssuesforescalationStructure IssueProgrammeManagement ContinuityandfamiliaritywithBEPPandBudget

ProcessIGRBranch PGBA,PLGIandNDPshouldbemuchmoredirectly

involvedintheBEPPprocessfor2017/18

11|P a g e

2.4 CoreCityGovernanceSupport

2.4.1 LeadershipandGovernanceThe2016ExecutiveLeadershipProgrammewastohavehappenedfrom31stOctoberto4November2016.Despiteahighlevelofpreparednessandresponsivenessofattendees,theprogrammehadtobepostponedduetoeventshappeninginthatweekoutsideofthecontrolofNT.Itisnowscheduledfor27Februaryto3March2017.The postponement has allowed an alreadywell-prepared course to be improvedwith anexciting and unique programme designed, mixing modalities of executive learning andattracting an array of international and local experts as speakers and facilitators. Inpositioningurbanspatialtransformationasthekeyvehicleofcitystrategytheprogrammeseekstobuildleadershipcapacityandcompetencetodrivedelivery.ResponsesfromtargetedMayoralCommitteesandseniormanagementinthemetroshasnotbeenasforthcomingasfor the postponed event. The support and assistance of National Treasury leadership inmobilisingMayorsisneededatthiscriticaltime,toensurethatawelldesignedprogrammeisattendedbytherightpeopletomaximiseimpactofthisevent.Inthecitizenengagementproject(CG3),anassessmentframeworkformetropolitancitizenengagementhasbeencompletedandappliedinCapeTown.Thismethodologynowneedstobetestedinothercities.InthisquartertheMinisterofFinancelaunchedMunicipalMoney,anopenlocalgovernmentbudgetdataportal.DevelopedundertheIntegrityStrategiesproject(CG5),togetherwithandin supportof LGBA, thishasbeenverywell receivedby civil society, themediaandmostimportantlycitizens,asdemonstratedbyusagestatistics.Theportalisuniquelysupportedbyciviceducationmaterialonmunicipalfinanceandthestateoflocalgovernmentindicators.Duringthisquarterfurtherdevelopmenthastakenplacetoprovideimprovedfunctionalityontheportal.Attheorganisationallevel,supporttocitieswithtransversalmanagementisstillinitsinfancy,withtheexceptionofEkurhuleni(KnowledgeManagement)andCapeTown.ProjectsfortheJoburg,EkurhuleniandeThekwinididnotseeanyprogress.Atthebroadercontextlevel,workonthe3CitiesProjectcontinueswithfurtherworkbeingdoneonupdatingtheNMBreportandfieldworkonETKunderway.AdraftToRwasdevelopedbytheWBonageneralprojectontransversalmanagement.



Processundertaken

Outputsplanned

ProcessPlanned

CG1 ExecutiveLeadershipProgramme

Thecoursehasbeensignificantlyprepared,speakerssecuredandbriefedforthemostpartand

Theprogrammewillnowbedeliveredfrom27Februaryto3March2017

Finalpreparationsandpost-courseprocess.

12|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

participantsmobilised

CG2

LeadershipDevelopmentandChangeManagement

SteeringcommitteemeetingHoldworkshoponemergingoutputsfromtheprojectsthatformpartofCG2(outstandingfromlastquarters)

CG3 CitizenEngagement

CapeTownCitizenengagementhasproducedagenericcitizenengagementassessmentframeworkthatcanbeappliedinanymetro.

Thisresearchprocessisbeingconcluded.AcollaborativesocialauditsupportedbytheIBP,conductedbyPlanactinEkurhuleniwillisbeinginitiated.

CapeTownstudytobeshared..

InpartnershipwithIBP,acollaborativesocialauditinEkurhuleniisbeingscoped.Aconferenceoncitizenengagementandcitieswillbescoped.

CG4 IntegrityStrategies

Theopenfinancialdataprojectandaccompanyingciviceducationvideoshasbeensuccessfullylaunchedbytheminister.

Phase2oftheopendataworkwillbeundertakentoincorporateperformancedataandcapitalprojects.Aconceptdocumentonintegritystrategiesandcitieswillbedeveloped.

CG22 3CitiesProject

UpdatedNMBcasestudydraftreportInceptionreport

forETK

Steeringcommitteemeetings.FieldworkmeetingsinETK

UpdatedNMBreportInceptionreportforETKandBCM

SteeringCommitteemeeting

13|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

CG23 MunicipalSupportandInterventionProject

Seminar/workshop(outstanding)

CG24 TransversalManagementReview

DraftToRs ToRs,serviceproviderappointed,draftreport.

Workshoponreport

Attheindividuallevel,theNMBprojectwillbeconcluded.Lessonslearntwillbeidentifiedandaseminarheld.At the organisational level, ToRs for a general transversal management project will befinalised and a service provider procured through the World Bank. This will involve aninternational review of transversal management approaches and techniques that will beinitiatedwiththeaimofidentifyinghowtheycouldbeapplicabletothechallengesofspatialtargetingandintegrationthatSAcitiesarefacing.Thiswillassistinscopingthecityspecificrequestsforworkinthisarea.InthecaseofCapeTown,aclosurereportonphase1willbesignedoffandthescopingforphase2willbeundertaken.Atthegenerallevel,workwillcontinueonthe3citiesprojectwhereitisanticipatedthattheNMBcasewillbefinalisedandsignificantprogresswillbemadewiththeETKcasestudy.TheMunicipalSupportandInterventionProjectwillinitiatetheprocessoftranslatingtheoutputintoanimmediateoutcome–thereareimportantlessonsfromthisprojectthatcanbesharedwiththeIUDFproject,inparticulartheconceptualisationofthesecondarycitiesprogramme.RisksandmitigationsThemostsignificantriskfortheleadershipprogramme,whichisalreadywell-designedwithanimpressiveline-upisthatwearenotabletomobilisetargetedparticipantsinthemetros.ThesupportandinvolvementoftheMinistryandDGshouldmitigatethisrisk.

2.4.2 PlanningandReportingReformsThequarterachievedtwosignificantactivities:

• rallyingstakeholdersaroundthereportingreformsbygainingtheirconfidenceandbuy-inintotheprocessand;

• Rationalisingthereportingregimethroughaligningitwiththereportingresultschain.Thequarter focussedon in-depthpreparatoryworkbetweennational sectordepartmentsandverticallywithcities.Thebreakdownofadvancementpersectorisprovidedbelow:- Water&Sanitation:Thesectortookakeeninterestinleadingtherationalisationofthe

indicatorsrelatedtowater&sanitation.Thissawanestimated250indicatorstrimmeddownto59largelyfunctionaloutcomesindicatorswithafewmeasuringoutputs.CitiesofCapeTown,TshwaneandeThekwiniassistedtheprocessbytestingthecontentoutcomesoftherationalisedset.Significantprogresswasmadeonallindicatorsthat

14|P a g e

pertaintolocal(RSA)reportingneedswiththeglobalandAfricanreportingrequirementsposedforfurtherguidancebythesector.

- Energy&Environment:Althoughtheenergysectorwasnotactivepriortotheactualcombinedstakeholdersengagements,thesectorprovidedgoodguidanceandleadership.Theenvironmentsectorwasthemostactiveandcleareraboutwhatitrequires.Therewasgeneralagreementbetweennationalsectorandcitiessectordepartmentsondirection,focusandintentions.Significantprogresswasmadeonboththeenergyandenvironmentsectorsonindicatorsrequiredtomeasureprogress.However,conclusionsstillneedtobereachedoncoastalmanagementandbiodiversityindicators.

- Roads&Transport:Nationallythesectorwasnotabletoprovideleadershipandthustheprocesswasguidedlargelybythecitiesatthecombinedstakeholders’engagements.Althoughtheinputsfromcitiesguidedthecontentdirection,aneedforafinaldiscussionwiththesectorwasidentifiedandshouldbeconcludednextquarter.

- HumanSettlements:Thehumansettlementssectorhadastrongerguidancefromnationalwithalignmentofviewswithcitiescounterpartsontheoutcomesofthecontentrequiredtomonitorperformanceinthespace.

TheCityofCapeTownprovidedthemostin-depthcommentsintotheprocesswitheThekwiniandTshwanetoalesserdegree.Ekurhuleniwasthemostactiveandvocalparticipantattheworkshops. Nelson Mandela Bay shown keen interest and consistently attended allworkshops with the Performance Management teams holding the space and the sectorspecialistsalternatedineachofthedays.MangaungwasabsentwithCityofJohannesburginsomesessionsandBuffaloCityanotsovocaldiligentattendant.SALGAprovidedgoodinputsinthetransportsessionwhilstDCoGasilentattendantinonesessiononly.Overallprogressisimpressive.



Processundertaken

Outputsplanned

ProcessPlanned

CG6 PlanningReforms

ProgressReportsubmittedtoCBFon25Aug2016.

AgreementwithCOGTAtousemethodandresultsofBEPPinMSDF’sandIDPsfor2017/18,andtooutlinethisagreementinaCabinetMemothatwillreportprogressonIUDFImplementation.

CabinetMemofromCOGTAontheprogresswiththeIUDFImplementation,incorporatingBEPPalignmentwithMSDFandIDPfor17.18.AdoptionofBEPPGuidelinesasMSDFGuidelines.

InitiatetheprocesswithDRDLRtousetheBEPPGuidelinesasMSDFGuidelines(SPLUMARegulations).

Arrangementsfinalisedtoattendtraining

WorkedwithSECOtogetagroupofpeopleto

Reportontrainingcourse

Courseparticipation

15|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

courseonUrbanPlanning

attendthetrainingcourseonUrbanPlanningtoadvancetheagendaforplanningreform.

PATTmeetingon30November2016resolvedto:-MakeproposalstoDRDLRregardinginclusionofBEPPGuidelinesintoSDFGuidelines;ForCOGTAtoincorporatetheBEPPsasreformplansformetroIDPsaspartoftheIUDFImplementationPlan;ForcitiestoincorporatetheresultsoftheirBEPPsintotheirIDPsandBudgetsfor2017/18;CitiestomakeinputintotheNSDF

ResolutionswereincorporatedintotheGuidelinesfortheBEPPsfor2017/18MTREFwhilefacilitationwiththerelevantsectordepartmentstookplace.

InstitutionalisationoftheplanningreformsproposedbythePATT(MarchandNov2016)andapprovedbytheCBF(Aug2016)

WorkhandinglovewithDRDLRandCOGTA

BudgetingReforms

Memoonbudgetalignmentactionsfor17/18

PresentationstoMTECprocesses(Health,Education10x10s)

Followuponagreedactions

CG9 ToolsforSpatialPlanning

ReviewofthespecificworkdonebyPDGoncustomisingtheFiscalImpactsModelforCPT

MetwithPDGtounderstandhowCPTcustomisedtheFiscalImpactsModelfortheiruse.

FinalisationonwayforwardwithFiscalImpactsModelTrainingofcityofficialsandNT

CompareCPTcustomisationoftheFiscalImpactsModeltotheonedonefortheCSP.

16|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

officialsonuseofmodel.InvestigateuseofUrbanMobilityModel(AFD-SECO)forCSP

Sourcedatafrommetrostorunthemodelasap.CheckwithJamesArcher(PF)availabilityofprojectdataforHSCatalyticprojects

CG21 ReportingReforms

Proposedrationalisedsetspersectorpackspreparedanddelivered;4daysworkshops

Desktopanalysis,workshopsetc.

Finalisesetspersector;Runfocussedsessionswithkeyteams;FinalisetheSDBIPstandardisedformatwiththesetofindicators;FinalisetheReportingReformsPlatform

Workshops;desktopanalysisetc.

RisksandMitigationChangeofstaffinCOGTA(IUDFfunction)mayhamperprocesstoincorporateBEPPsintoIUDFImplementationPlan.ProgrammeManagementandIGRBranchtoworkwithDGandDDGinCOGTAtopavetheway.

2.4.3 InfrastructureFinanceThis quarter focussed on mobilising additional support to manage projects in this sub-component. This was largely achieved, with some technical procurements experiencingdelays.


Code Project Outputsdelivered Code Project Outputs

deliveredCG10 Land

developmenttransactionsupport

Inceptionreportfromnewprojectlead

Inductionofnewprojectlead

ReviewpfprojectcycleTechnicalworkshopoutline

Discussionswithcitiesonprojectcycle

17|P a g e


Code Project Outputsdelivered Code Project Outputs

deliveredDraftfinaldocumentsforETKandCPTcatalyticprojectsupport

Technicaldiscussionswithcities

CG11 MunicipalInfraFinancingStrategies

Procurementofteamforacceleratedsupportandmodelling

Finalisationofprocurementsforborrowingpolicyreview

CG13 RevenueStrategySupport

None FacilitationofdatafromCOJtofinalisescopingreport

Finalisationofscopingreport

Consultationswithcities

CG16 MTEFandfiscalframework

InputstoDORA Meetingsattended

Inputstobudgetreview

CG18 Innovationsininfrastructurefinance

FinalisationofreportonCOJTIF

MeetingwithCOJ

DistributionofLVCguidelines

InitiationofPhase2:DunkeldTIF

PM15 PPF FinalisationofprojectfeasibilitiesforSmartCityProjecteThekwini

Workoftheserviceproviderfinalisedwiththecity

FinalisationofprojectreportforCityDeep–CityofJohannesburg

Workoftheserviceproviderfinalisedwiththecity

Initiatingprojectcloseout

WorkshoponlessonslearntheldwiththeDBSA

FinaliseCitiesPPFcloseoutreport

Coordination challenges across projects and within project teams will be addressed byexpandingreportingrequirementsandformaliseregularmeetings.

2.4.4 InfrastructureDeliveryIntheInfrastructureDeliverysubcomponentsubstantialprogresshascontinuedwithCIDMSdevelopment(CG20).AlltwelveexpectedmodulesoftheCIDMShavebeenwidelyconsultedupon,peerreviewed,revisedandfinalisedwiththereferencegroup.Themodulesarenowreadyforpublicationandawareness-raisingroadshowsamongsttargetedmetros.Thesocialandenvironmentalworkstreambroughtthreeprojectstoacloseataseminaron28November2016.TheoutcomeofthisseminarisbeingpreparedasamemoforCBF.

18|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

CG19 SEMTools Finalreportcomplete

Researchprocesscompleted,MCDAtooldevelopedandtested.EngagementProcesswithcitiescompleted

RegulatoryConstraints

Finalreportcomplete

Researchprocessandwritingofdraftreportisalmostcomplete.

SEMConceptPaper

Finalreportcomplete

MemotoCBF

CG20 CIDMS All12modulesandimplementationstrategyarehavebeenrefinedafterconsultations.Contractcompleted.

PublicationandRoadshow

Publication,awarenessraisingandinitiationofimplementationstrategy.Procurementofimplementationsupport

RisksandMitigationCapacity to manage the sub component is restraint and the procurement of a supportcoordinatorisplanned.Theslowprocurementprocessesshouldbemonitored.IssuesforescalationStructure IssueProgrammeManagement ProcurementonCIDMSnextphase,discussiononcorrectlocation

ofSEMworkstreamExpediteprocurementofsub-componentsupportco-ordinator.

IGRBranch EngagementonCIDMSImplementationCityBudgetForum MemotonextCBFonandSEMSeminaroutputs

2.5 HumanSettlementsSupport

2.5.1 PlanningSupportThreeeventsdominatedtheNationalTreasury’sthirdquarter,being:• Human Settlements Planning: Workshop on the Human Settlements Strategy Modelling and

UnderstatingResidentialofMarketsandDemandSideFinancialInstrumentswassuccessfullyheld

19|P a g e

on21and22November2016andallMetroswererepresentedincludingDepartmentofPlanning,MonitoringandEvaluation(Presidency)andNationalDepartmentofHumanSettlements.

• Upgrading Informal Settlements: Terms of Reference for appointing local andinternationalexpertsfortheprogrammemanagementtoolkitsandappointmentswerecompletedandthiswascarriedoutviatheWorldBank.

• Upgrading: National Upgrading Support Programme Core Team (NUSP) set up and anOperationalPlandeveloped.CSPactivelyinvolvedandtheprovisionofupgradingsupporttoMetros covered on theOperational Plan (i.e. ProgrammeManagement toolkits forscalingupUpgrading).



ProcessundNational

Treasury’sthirdquarter,beingundertaken

Outputsplanned

ProcessPlanned

HS GeneralSupporttoComponent/DHS

TheAcceleratedDeliveryofAffordableHousingcommittee(ADOAH)setuptoinfluenceinputonHousingWhitePaperwithregardtoAffordablehousingingeneral.CSPisinvolvedintheprocessassessingincorporationofDemandSidesubsidystudyreportrecommendations.

CSPisactivelyparticipatinginthisstructureandcontributinginthedraftingofanMOUthatwassupposedtobesignedinNovember2016.Duetodelaysthiswillnowbesignedduringthecurrentquarter.TheBankingSectorisconveningthestructureincollaborationwithNDHSandinpartnershipkeyBuiltEnvironmentkeystakeholders.

ConceptNoteonTechnicalSupporttoNDHSbytheWorldBankapprovedandoperationalisedInputontheADOAHMemoandReportprocess.

TheNDHShadrequestedtechnicalsupportfromtheWBonCatalyticProjectsReview,HousingWhitePaper,andAffordableHousing.AdraftconceptnotehasbeendevelopedinthisregardfordiscussionwithNDHS.AttendingandparticipatingintheADOAHdiscussionsandensuringthattheDemandSidesubsidyinstrumentsreportisincorporated.

AffordableHousingMarketSupportProgramme

ConceptNoteonTechnicalSupporttoNDHSbytheWorldBank

TheNDHShadrequestedtechnicalsupportfromtheWBon

20|P a g e



ProcessundNational


Outputsplanned

ProcessPlanned

approvedandoperationalised

CatalyticProjectsReview,HousingWhitePaper,andAffordableHousing.AdraftconceptnotehasbeendevelopedinthisregardfordiscussionwithNDHS.

InputontheADOAHMemoandReportprocess.

AttendingandparticipatingintheADOAHdiscussionsandensuringthattheDemandSidesubsidyinstrumentsreportisincorporated.

Improvingcityscalehousingstrategyandplanningalignment

AlignmentofmetrohousingplanstotheBEPPinrelationtohousingstrategytools

Followupsessionstothehousingplanningstrategytoolsandmodellingworkshopheldon21/22Novembertobecarriedoutwithmetros.

NegotiatingIPAcquisitionandmentorshipwithShisakaConsulting

LookatpossibleaffordableandcomplaintprocurementfortheacquisitionoftheHousingStrategyIP

21|P a g e



ProcessundNational


Outputsplanned

ProcessPlanned

HS3 UnderstandingPropertyMarkets

CityMarkreportsforEThekwiniMetro(HS3ETK)andCapeTownMetro(HS3CPT9)completedandpresentedtotherespectivecities.TheMangaungMetroreportstillcompletedinthecurrentquarter.PartnershipMOUwithCAHFandGTACdraftedwithregardtotechnicalsupportforthisprojectandaprojectroadcharterisinplace.

Followupworkshopsandlaunchesoftheprogrammeandreportstobearrangedandheldatcitylevel.Rolloutplanoftheprojecttotheother6metrostobedevelopedinthecurrentquarter.

CityMarksreportforthe3Cities(MNG,COCTandETK)launched.Conductingrentalhousingoptionsstudy

FinaldraftreportsforETKandCTcompiledandstilltobefinalisedforMNGDevelopTORfortheextensionoftheprojecttoothercities.TheWBhasalreadyputinplaceateamforthestudy.

2.5.2 UpgradingSupport



Processundertaken

Outputsplanned

ProcessPlanned

HS4 DiagnosticoftheEffectivenessoftheSubsidyInstrumentfortheUISP

InitialdiscussionstookplacebetweenCSPandNDHS.ButnowthePresidency:DPME(Outcome8

AttendanceoffuturemeetingstofinalisetheImpactEvaluationStudyReport

22|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

component)iscoordinatingBaselinestudyforfutureImpactEvaluationforInformalSettlementsTargetedforUpgrading(UISP).AworkingSessionswasheldon14December2016,andtheCSPDiagnosticReportonUISPisnowpartofthisimpactstudy.

23|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

HS13 ScalingUpUpgradingProgramme

TermsofReferenceforappointinglocalandinternationalexpertsonprogrammemanagementtoolkitshadbeencompiledandappointmentsmade.CSPHumanSettlementsComponentmemberoftheNUSPCoreTeamincludingDHS,HDAandNUSPteam.TheTechnicalMinmecworkshoponInformalSettlementsupgradingwasheldinSeptember16.CSPwasrequestedtohelpwiththeConceptNoteandProgrammefortheworkshop.

AppointmentscarriedoutviatheWorldBankprocurementprocess.OperationalPlanforupgradingsupportdevelopedwithinputfromCSP.Resolutioninclude:EstablishmentofNUSPForumsatProvincialandmetrolevelsDevelopmentofProgrammeManagementtoolkitstoscaleupUpgrading(viaSCPcoordination)DetermineStatuesQuoofUpgradingandCityandProvinciallevels.

2.5.3 HumanSettlementsFinance

24|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

HS9 PilotDemandSideSubsidyInstruments

InclusionofmanyrecommendationsfromtheCSPstudyintothedraftreportfromtheworkstreamsoftheAcceleratedDeliveryofAffordableHousing(ADOAH)

AttendanceandparticipationinworkstreamontheFunctioningoftheHousingMarketsaspartoftheAcceleratedDeliveryofAffordableHousing.

AccessthereportsofallthreeworksstreamsofADOAH

AssesstheextenttowhichtheADOAHincorporaterecommendationfromNT-CSPreportsonPilotDemandSideSubsidyInstruments.

2.6 PublicTransportSupport

2.6.1 LeadershipandplanningThesub-componenthas2mainprojectsthatarelive:

• PT2-TransportDevolution• PT3-NationalCapacityBuilding–TechnicalWorkshops• NationalCapacityBuildingStrategy–DataProject• NationalCapacityBuildingStrategy–KnowledgeProducts.

Themainprojectactivity in thequarterhasbeen thestartofwork increatingknowledgeproductsfromthevarioustechnicalpiecesthathaveemergedfromthecomponentoverthelastyearandmore.Aworkplanhasbeenproduced,and itbroadlydivides thework intoquarters, with the first quarter deliverables being the production of a toolkit on busoperations and as well, high level summaries of the three work lines dealing with costscontainmentandmoderationforBRTs.UnderPT3,andlinkedtotheIPTNreviews(PT4),a2dayworkshopwasheldonIntegratedPublicTransportNetworkplans(IPTN)designandcontent,andaswellanunderstandingofthe status quo of IPTN formulation in the country. The session was intended to providetechnicalsupportonIPTNconceptsformulationandcontent.Importantlywasthecreationoflinksbetweenpublictransportnetworkplanningandsustainability,aswellalignmentwithcityspatialstrategiesthroughtheBEPP.PT2TransportDevolutionhasseenlimitedprogress,largelyoutoftheemergingpost-electionpolitical dynamic.A fundamental rethinkof thisproject is required inorder tomatch theunfolding political reality with the underlying need to consolidate city built environmentfunctions,andparticularlypublictransport.Theanswerwillpartlylieinrequiringthatcity’screatecredibleandwellthoughtourIPTNswhichplanforandclearlymakeacasefortherolein public transport for the various modes. This will provide the platform for modal of

25|P a g e

integrationintothecitypublictransportsystem,throughvariousmethods,notrestrictedtoanassignmentnarrative.



Processundertaken

Outputsplanned

ProcessPlanned

PT2 TransportDevolution

- - - -

PT3 NationalCapacityBuilding:technicalworkshops

Workshoppresentationsandreport

2daysoftechnicalworkshopsonIPTNdesignandcreation

WorkshopsinMarchdealingwithpublictransportandlanduse.ConceptformediumtolongtermcapacitybuildingforpublictransporttobeelevatedintheCBF.

2daytechnicalworkshopsConsultationswithNDOTandNTontheimplementationofthelongtermcapacitybuildingprogram.

PT3 NationalCapacityBuildingStrategy:KnowledgeProducts

Workplanforproductionofknowledgeproducts

InceptionmeetingwithSP

1toolkitonbusoperations.4fourpagesummariesoftheworkcarriedoutoncostcontainmentandoptimisation.

Technicalreportre-purposing.

Beyondtechnicalworkshops,itisimportantthatamediumtolongtermcapacitybuildingplanisintroduced.Thiswillmeananumberofthings:

• ElevatingtheissueintotheCBF,toobtainbuyinfromtheNDOTandtheDGofthatdepartment.

• Entrenchcapacitybuildingintofinancingframeworkstobothsignalandsubsequentlyprovidefundinginthecomingfinancialyears.ThiswillentailsellingtheideabothwithinNationalTreasuryandtheNDOT.

Going into the next quarter, they key activity will be the production and elevation ofknowledgeproducts.TheplatformforelevationwillbetheELP,CBFandthevariousmidyearbudgetandBEPPhearings.Emergingfromthetechnicalworkshopsheldthisquarter(PT3), followup2daytechnicalworkshopsonlanduseandpublictransportalignmentwillbeheldinthecomingone.RisksandMitigation

26|P a g e

The challenge of limited capacity in the NDOT still remains a strategic risk, especially insustainingmuchofthisworkgoingintothefuture.Keytomitigatingthisriskisactioninthecomingquartertointroducethemediumtolongtermcapacitybuildingprogram.ThisquarterwillincludeintenseconsultationwithNDOTandNTarounddesigningthefirstroundofthisprogram.LimitedcapacityintheNDOTisanotherrisk-IntroducethemediumtolongtermcapacitybuildingprogramatCBFincludingsuggestionsforinstitutionalembeddingandfinancingIssuesforEscalationStructure IssueProgrammeManagement ProcurementdelaysonPT3IGRBranch Conceptformediumtolongertermcapacity

buildingprogram.CityBudgetForum Conceptformediumtolongertermcapacity

buildingprogram.

2.6.2 CapacityandsupportAkeyachievementinthequarterhasbeentheelevationoftheresultsofanalysisandsupportintothesignificantcostdrivers,attheCBF.Itwasprecededbysignificantconsultationwiththecitiesontheresultsofthefindings.Takingthisfurtherforwardrequiresthat:• Theworkiscontinuedasitiscyclicalandcontinuousandrequiresconstantupdates.In

theshortterm,thiswillbedonethroughprocurementofdedicatedcapacity.• The work is packaged into appropriate knowledge products including practice notes,

toolkitsandaswellentrenchedintheannualPTNGreportingprocess.Inthemediumtolongterm,thistechnicalworkcanonlybeappropriatelyperformedwithinadedicatedinstitution,outsidetheNDOTandNT.Thiswillneedtobeembeddedthroughthecapacitybuildingprogram,theconcepttobeintroducedintheCBFinthecomingquarter.Attheheartofcitychallengesinreducingtheirpublictransportcostdeficitisnotthehighcosts,butpoorholisticmultiyearplanningforpublictransportnetworksthroughIPTNs.Thisdeals with issues of multi modalism (rail, minibus taxi), future alternative grant incomes(provincial and other grants), alternative sources of income (from spatial changes andincreasedrates),andcityeconomicgrowth.ThisquarterprovidedarigorousreviewofIPTNdesign and implementation processes in cities, including a two day technical supportworkshop.Thekeyfindingsfromthesessionconcludedthat:

• Citiesarestrugglingwithmodellingprocesses,whichiscreatingunrealisticforecastsanddemandprojections.

• Thereisaneedfordedicateddeepdivetechnicalsessionsontheintegrationoflanduseplanningandpublictransport.

• The importantquestionofhow tobetter integrateMBTs into citypublic transportsystems,outsidethecurrentmodelofroutebuyoutneedstobeexplored,includingfeasiblemodelsforthis.

Theseconclusionswillbethesubjectofthenextquarteractivities.

27|P a g e


Code Project Outputsdelivered Processundertaken

Outputsplanned ProcessPlanned

PT4 IPTNReviews:ITS,Stationmanagementandbusoperationscostswork

CBFMemopresentationforresultsofPT4costswork.Productionofthefollowingoutputsandcloseoutworkshopswiththecities:

- AddendumtoReaVayaoperationalAnalysis

- DraftBRTOperationsEfficiencyToolkitforcomment

- AReYengOperationsAnalysisReport

ReaVayaLandUseAnalysisreport

CBFsessioncityconsultationonthevariousreportsCityBRToperationsanalysisandreport

A2dayworkshoponIPTNandlandusestrategyalignmentincitiesCitypanelreviewsofmodellingresultsinintegrationzones,includingworkplan.GuidanceDocumentonIPTNsBEPPsessionspercityonalignmentofIPTNswithspatialstrategies

Workshops,panelreviewsmidyearbudgetandBEPPhearingsandguidancedocumentwriting.

PT4 IPTNReviews–longtermmultiyearplanning

PreliminaryfindingsReportoncityIPTNsproducedandworkshoppedwiththesectordepartment2daytechnicalworkshoponIPTNswiththecitiesandsectorFinaliseddraftworkplanfortheBEPPprocess.

Sectorworkshops

PT5 StudyonMBTIndustryInnovation

Notprioritisedforthecomingquarteralthoughof

28|P a g e


Code Project Outputsdelivered Processundertaken


andIntegration

greatstrategicvalue.

Emerging from the IPTN technical sessions, the following were identified as key goingforward,andwillbeofferedintothenextquarter:• Provision of external panel reviews of modelling results for city IPTNs within their

integrationzones,whereappropriateandthereiscitydemand;• A2dayworkshoponIPTNandlandusestrategiesandalignmentincities.Further,asanoutputfromtheworkshops,aGuidanceDocumentonIPTNformulationwillbeproduced.ThiswillbeatemplateforIPTNsinthecountry,tobeworkshoppedandendorsedbythesectorincludingNDOTandthecities.Further,themid-yearbudgetandBEPPsessionswillprovideanimportantelevationplatformforthetechnicalworkandcontinuationoftheIPTNalignmentwithspatialstrategies.Forthisreason,aConceptfortheBEPPsessionwillbeproduced,andsessionsconductedinallthecities,withastrongpublictransportfocus.Thenextquarterwillnotsubstantivelydealwiththethirdlineofworkinthiscomponent,thatis, PT5 Study onMBT Industry Innovation and Integration.While a clear need has beenidentifiedtoreconceptualisedeploymentanduseofminibustaxis incitypublictransportnetworks,therolloutoftheconceptandworkplanforthiswillhappeninthefinalquarter.

2.6.3 FinancePTNG technical work has had significant influence in ensuring a more rigorous budgetprocessesbeforeandduringthehearings,betterplanssubmitted,andsuccessfulreformtothegrantframework.However,keytotheevolutionandsuccessofthesub-componentistoembeditinabroaderexamination,muchwiderthanthePTNG.Duringthequarter,aproposalfortheexaminationofthebroaderfiscalarchitecture,was introducedattheCBF,andthestakeholderspresent,includingtheNDOTandcitiesrecruitedintotheproject.

Goingintothequarter,thesub-componentwillidentifypreliminaryoptionsonPTOGreform,asafirstphase.ThiswillbedonethroughtheanalysesofPTOGactivities,businessmodel(s),operationalefficiencies,householdreachetc.AkeymeetingwasheldwiththeheadofthePTOGinthenationaldepartmenttoagreeontheprocess,andfollowupmeetingswillberequired.

The PTNGhearingswere held in the quarter,with significant inputs provided by the CSPincluding budget application analysis reports and briefing notes. Further, inputs wereprovided into the PTNG grant framework, and this workshopped with the nationaldepartment.Finally,assistancewasprovidedintothegrantallocations.

29|P a g e



Processundertaken Outputsplanned Process

PlannedPT10 Reviewofthe

FiscalArchitectureofPublicTransportFinancing–annualPTNGhearings

FinalisedAssessmentReportPTNGBudgetApplicationsInputdocument–proposedrevisionsintothePTNGGrantFrameworkforDORB2017FinalisedGrantallocations

Budgethearings;workshops;reports.

ReportPTNG2017/18-2019-20MTEF

Reportwriting

ReviewoftheFiscalArchitectureofPublicTransportFinancing–broaderpublictransportfinancing

ConsultedconceptPTOGanalysis

NTandNDOTseminaronPTOGanalysis

Thekeyactivities intothenextquarterarethePTNGhearingreportbackprocess,andaninitialconceptualframeworkforthePTOGanalysisforstakeholderconsultation.RisksandmitigationsThe Fiscal Architecture of public transport financing project has fallen behind schedule,largelybecausetheproductfordeliveryhasnotbeenagreedwiththeimplementingagents,theWorldBank.TheWorldBankiscommittedtoproducingafirstconceptinthenextquarter.

2.7 ClimateResilienceSupportTheappointmentoftheClimateResilienceComponentLeadwasfinalisedduringthequarterwiththeincumbentbeginningatransitionphaseintothepost.ThetransitionphasefocusedonscopingopportunitiesfortheClimateResilienceComponent,andthecommencementofcomponentplanning.




PlannedCR1 CR1

DiagnosticonCSPApproachto

FirstdraftClimateResilience

Reviewofdocuments,scoping

ComponentPlan;projectsheets;termsofreferencefor

Engagementwithnationaldepartmentsandentities

30|P a g e




PlannedEnvironmentalSustainability&ClimateResilience

ComponentPlanPresentationontheCSP&ClimateComponentoftheCSPattheDEACitiesResilienceForummeetinganddiscussionstoalignCSPClimateComponentwitha$50millionGreenClimateFundinvestmentonClimateResilientCities

meetings,CSPplanningRequestfromDEAtopresentatCRFMeeting;discussionswithSANBIregardingalignmentwithGreenClimateFundcitiesinvestment

projectserviceproviders

(e.g.DEA,SANBI,CSIR,DOE,COGTA,NDMC,NT,DBSA,DWS),representativebodies(SALGA,C40,SACN),NGOs(e.g.ICLEI),donors(e.g.GIZ),relevantprovinces,cities,CSPteam,participationinrelevantfora(e.g.ClimateResilienceForum)Procurementofserviceproviders

RisksandMitigationThereisariskthattheprojecttimefortheClimateResilienceComponentislimited,hinderingthe Component’s ability to implement projects that meaningfully contribute to the CSPTheoryofChange,resultinginongoingunsustainabledevelopmentofSouthAfricancities–hencethecomponentwillseektoinfluenceinitiativesthathavealongertimeframethanthecurrentphaseoftheCSPensuringsustainabilitybeyondthisphaseoftheCSP.TheComponentwillfocusonthedesignandimplementationofprojectsthathavesufficientinstitutionalbuy inandownershiprequiredto followthroughwith the implementationofactivitiesafterJune2018.Asatransversalcomponent,theClimateResilienceComponentwillseekalignmentandinputinto existing projects underway within other components of the CSP (e.g. economicdevelopment,transport,coregovernance).

2.8 EconomicDevelopmentSupportIn thissubcomponentthe focusduringthe lastquarterwason(a)ensuringthat theBEPPguidelineshadanachievable(but`stretch’)setofEconomicDevelopmentrequirements;(b)thatmaterialandlearningproductswerereadyfortheEDexhibitionstandduringtheELP(EconomicStrategies(ED9));and(c)thatprogresswasmadeinprocuringsupportfortheCityEconomicPartnershipsproject(ED13).AnalternativeapproachtoED13isbeingdeveloped,involvingthedeliveryofamended`CompetitiveCities’trainingsessionspercity

2.8.1 Leadership,strategy&planning

31|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

ED9 Cityeconomicstrategies&planning

• Furthercontributionsto2017/18BEPPguidelines• Procured500hardcopiesofSNDB2015report;and180copiesof`CompetitiveCitiesforGrowthandJobs’report• 3xdraftKnowledgeProducts(SNDB)finalised• Reporton`SmartCities’TechnicalDeepDiveinJapanfrom14–18November2016

Reportandpresentationon`EnablingCityEconomicDevelopment’preparedanddeliveredatCBF.

• RefinementofEDguidelinesforBEPP• WBprocurementprocessesofreportsfortheELPexhibition• DraftingandrefiningofKnowledgeProducts• Attended`SmartCities’TechnicalDeepDiveinJapanfrom14–18November2016andprepared`BacktoOffice’Report

Preparedanddeliveredreportandpresentationon`EnablingCityEconomicDevelopment’.

• ExhibitionatExecutiveLeadershipProgrammeatGIBS

SupporttometrostocompleteEDsectionsofBEPP,asrequired

• PrintingofKnowledgeProducts

Convenesupportsessionsand/ortelecoms,asrequired

ED13 Cityeconomicpartnerships

• Expressionofinterestforpartneringprogrammeadvertised,andapplicantsassessed.

HighcostsrequiredrefiningofTOR’sand/oradifferentapproach.

• ExpressionofInterestadvertised,applicantsassessed• EngagementswithCompetitiveCitiesKSBtoadjuststandardproducttostrongcollaborativefocus,plus

• CompetitiveCitiesidentificationmission,duringwhichadjustedprogrammeisdesigned

Procurehand-holdingsupporttometros

• WorkshopwithWBCompetitiveCitiesteamreadditionalcontentrequired

WBRFPprocess

32|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

modulesonSustainabilityandSpatialtransformation

ReconceptualiseprojectaroundadjustedCompetitiveCitiesproducts

2.8.2 CitysupportTherewassubstantialactivityinthissub-componentinthisquarter.TheSub-NationalDoingBusiness project (ED1), in particular, rolled out extensive supportmissions in each of itsindicatorareasand,after considerableeffortand follow-up,managed toelicit reasonableresponsesfrommost(thoughnotall)metros.TshwaneandEkurhulenistandoutasespeciallynon-responsive.Therewasalsosubstantialengagementwithnational`DoingBusiness’processesledbythedti. The longawaitedReformMemo(tosuggest reforms to improveperformanceon thenationalDB indicators),which is beingpreparedby theWB for thedti, hadnot yetbeenreceivedatthedateofwriting.AfirstCityInvestmentPromotionmission(ED15),focussedoneThekwiniandEkurhuleni(witha small engagementwith Cape Town), also took place during the quarter, and deliveredinvestmentpromotionframeworksandassociatedactionplansforthetwometrostoworkonaheadofasecondmissioninthenextquarter.Although the Informal Economic Activities (ED8) and Township Economies (ED12) areconceptuallyquitedistinct(theformerisa-spatialandaworld-widephenomenon,whilethelatterisaspatialphenomenonthatisspecifictosouthernAfrica),inpractiseitisincreasinglyclear that the two projects can and should be run together, while always keeping thedistinctions clear. A procurement process for an STC to work on Township EconomicDevelopmentdidnotyieldadequateresponses;andengagementswiththeERLN,GautengDED,theCSIRandotherrole-playersmadeitclearthatalargeamountofuncoordinatedbutrelevantworkisalreadyunderway.Furthermorethe1stNationalTechnicalWorkingGroupmeetingonRegisteringPropertythrewupthepossibilitythataninitiativetoregistertownshipproperty transfers much more easily and cheaply than at present might itself unlockconsiderableeconomicpotentialinthetownships(thecurrentpropertyregistrationsystemvirtuallyexcludespropertyownersatthelower-valueendofthemarketfromtransactingwiththeirproperties,pushingthemintoinformalandunregisteredpropertymarkettransactions).AccordinglyitnowappearsthatthemostproductivecontributionsforED8andED12wouldbe:

33|P a g e

• Gatherandpublishbaselinecomparabledata(country-wide)onthe informaleconomyutilizingtheWB’sInformalEnterpriseSurvey.Thisrequiresadditionalfunding.

• Scopeanddeliverapilotproject(proofofconcept)withtheCityofJohannesburgaroundtheeconomicpotentialofunlockingthepropertytransferandregistrationsystemforthelowerendof thepropertymarket. Thismay includeamass registrationprocess foraspecific geographic area (i.e. get the current owners their title) and a one-stop-shopserviceapproach(toenabletransactingwithpropertyonceregistered).

• Procure, through a Short Term Consultant, a number of (potentially 6) case studies(successesandfailures)oftownshipeconomicinterventionsbyCitiesandconveneapeerlearningevent(towardsend2017).

Thelastproject,CityPublicEmploymentInnovation(ED16),isplannedtostartin2017



Processundertaken

Outputsplanned

ProcessPlanned

ED1 Sub-nationaldoingbusiness

ConstructionPermits:• ActionplansinplaceexceptforTSH,EKU

GettingElectricity:• ActionplansinplaceexceptTSH,EKU,MAN

RegisteringProperty:• SignedactionplansbyCCT,NMB&BCMinplace;unsigneddraftssubmittedbyJHB,ETH,TSH&MAN,nothingfromMSU&EKU.• 1stNationalTechnicalWorkingGroupmeetingwithDeedsOfficeNov2016• WBexpertmissionreportsubmitted&reviewedDec2016.

ConstructionPermits:• Repeatedengagementswithandpressureonrelevantcityteams

GettingElectricity:• WBexpertmissiontoNMB,ETH,TSH&EKUtodevelopactionplans• ContinuedengagementbyWBexpertfollowingtoincorporaterecommendationsintorevisedactionplans

RegisteringProperty:• SignedactionplanssubmittedbyCCT,NMB&BCM;unsignedactionplansbyJHB,ETH,TSH,

ConstructionPermits:• GenerateASISandrecommendedTOBEprocessmapswhichwillimprovecityperformanceandfacilitatemovetoonlinesystems.

GettingElectricity:• Supportselectedcitiestoimproveactionplansandstartimplementation

RegisteringProperty:• WorkwithGTACteamonDeedsOfficemodernizationproject,esp.asregardsmunicipalinterfaces

ConstructionPermits:• ConsultantteamtoengageJHB,BCM,ETH,EKU,TSHfrommid-JantoendMarch

GettingElectricity:• WBexpertmissiontoJHB,NMB,ETH,TSH,EKU

RegisteringProperty:• EngageGTACteamandDeedsOfficeJan-Mar2017.• Host2ndNationalTechnicalWorkingGroupmeetinginliaisonwithGTACandDeedsOfficeFeb/March2017

34|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

GeneralDBco-ordinationDDGinputfordti’sDBReformMemoValidationWorkshopNovember2016

MAN;nonebyMSU&EKU• WBexpert2ndmissionreportsubmittedandreviewedDec2016.

GeneralDBco-ordinationParticipatedindti’sDBReformMemoValidationWorkshopNovember2016

GeneralDBco-ordination• ReviewofDBReformMemo• Monthly/QuarterlySNDB-DBCoordinationmeetingspre-scheduledfor2017

WorkingrelationshipsamongSNDBandDBrole-playersandpartners(NTCSP,WB,IFC,SACN,dti,SECO)clarified.

GeneralDBco-ordination• DBReformMemoreceivedandreviewed• Pre-scheduleMonthly/QuarterlySNDB-DBcoordinationmeetingsfor2017• HoldSNDBpartnershipengagementmeetingwithSACN&dti(Feb2017)

HoldSNDBReferenceGroupmeeting(Mar2017)

ED8 Informaleconomicactivities

• Testedcontractormarket• Developedrevisedapproach

LunchtimediscussioninPretoriaon12October2016,jointlywiththeCSIR,onapproachestomeasuringeconomicactivityinInformalandTownshipeconomies

AdvertisedTOR’sforliteraturereviewandpolicysynopsis,assessedapplications,conductedinterviews.Selectioncancelledduetounfocussedapplicationsandimprovedunderstandingofextentofuncoordinatedbutrelevantworkalreadyunderway

• DraftToRforJHB`RegisteringProperty’Pilotproject• ObtainfundingforanInformalEnterprisesurvey

AppointSTCtoresearchcasestudiesonsuccessfulandunsuccessfultownshipeconomicinterventions

• ̀RegisteringProperty’Projectscopingprocess• FundingapplicationsforInformalEnterpriseSurvey,andWBengagementsonuseofthetool.

DraftTOR’sandprocureSTC

ED12 Townshipeconomies

ED15 Cityinvestmentpromotion

• Deliverablescustomisedpercity:- Strategydevelopmentframework,

• FirstmissiontoETH&EKU(27Sept–7Oct)

FollowupvirtualdiscussionwithETH(21Nov)

FirstdraftInvestmentPromotionStrategyforeThekwini

• SecondmissiontoETH&EKU,includingfacilitationofstakeholder

35|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

- Actionplanforstrategydelivery

Draftinvitationforstakeholderconsultation.

engagements(February2017).

Continuouscontactwith2citiestoreviewofprogressandassistwhererequired

ED16 Citypublicemploymentinnovation

None None None None

RisksandmitigationsRisk MitigationSubNationalDoingBusiness• Limitedseniormanagement&technicalengagementandcooperationfromEKU,TSH

InvestmentPromotion• InabilityofETHtomakeanyprogress

SubNationalDoingBusiness• EscalationletterstoTSH&EKUCMsInvestmentPromotion• Reviewprojectapproachaftersecondmission

IssuesforescalationStructure IssueProgrammeManagement IGRBranch FeedbackfromDDGIGRonlettertoEKU&TSH

CMsCityBudgetForum

2.8.3 EnablingenvironmentTherewasalsoconsiderableprogressinthissubcomponent.FurtherconsultationtookplaceonthefirsttwosetsofAssetmanagement&servicedeliverysupport(ED10)products(Water&Sanitation;andElectricity),afterwhichbothsetswerereviewed,consolidatedandfinalisedfortheconsiderationofNTtopmanagementandtheMinistry.AstartwasmadeontheSolidWastepaper,afirstdraftofwhichshouldbecomeavailablebytheendofthenextquarter.Twomoredraftproducts (Land&housingmarkets;andSpatial IndustrialStrategy,SEZs&Cities)wereproducedfortheUrbanisationReview(ED11). Bothdraftpaperswerecloselyreviewed,discussed in `friendly fire’ videoconferences;anddetailedcommentsprovided.AmidconcernaboutbudgetaryconstraintsandthepossibilityofareducedscopefortheUR,adetailedreviewofcurrentlyproposeddeliverables,ascomparedtothosesetoutintheAideMemoireofApril2016,wasconducted.ProgressontheURiscurrentlyconstrainedbydataconstraints,especiallyregardingWherePeopleWork;andundertheauspicesoftheDataWorkingGroup(ED14),considerableenergywasputintoworkingwithSARSandSTATS-SAtofindawayaroundsuchconstraints.

36|P a g e



Processundertaken


ED10 Assetmanagement&servicedeliverysupport

Electricity• DGMemo(5pages)• MinisterialPolicyBrief(15pages)• ProposedWorkPlan• ElectricityDemand&SupplyPatternsinSAsMetros• TheMunicipalElectricityIndustry

Water&Sanitation• DGmemo(6pages)• Ministerialpolicybrief(20pages)• BriefingPaper(50pages)• ProposedWorkPlan(7pages)

SolidWasteInitialassemblyofrelevantdataandreports

Electricity• Furtherconsultationondraftpapers• Extensiveconsolidationandreworkingofdraftpapers• Preparationofworkplan

Water&Sanitation• Furtherconsultationondraftpapers• Extensivereworkingofdraftpapers• Preparationofworkplan

SolidWasteInitiatedcollectionofrelevantdataandreports

Electricity• SubmissiontoDGandMinisterforconsideration

Water&Sanitation• SubmissiontoDGandMinisterforconsideration

SolidWaste• Draftbriefingpaperonrisksandimperativesofcitywastemanagement

Presentationsforconsultation

Electricity• FinalroundofinternalNTconsultationpriortosubmission

Water&Sanitation• FinalroundofinternalNTconsultationpriortosubmission

SolidWaste• Finalisecollectionandreviewofdataandreports• Preparedraftreportandpresentations

Consultwithrelevantstakeholders

ED11 Urbanisationreview

WhereFirmsLocate• (Awaitinggeo-codingandanalysisofSARSPAYEdata)

Land&HousingMarkets• DraftpaperonLand&Housingmarkets

WhereFirmsLocate• ExtensiveengagementswithSARSandSTATS-SAtoidentifydatasourcesfor“WhereFirmsLocate”• MoUwithSARSandsupportingmemopreparedand

WhereFirmsLocate• (None–WorkinProgress)Land&HousingMarkets• Revisedpaper• Detailedcommentsonrevisedpaper

SpatialIndustrialStrategy

WhereFirmsLocate• SARStoreviewPAYEdataonbehalfofCSPandURteam

Land&HousingMarkets• Assessmentofhousingandassociatedservicespolicies• Revisionofpaper

37|P a g e



Processundertaken


• Detailedcommentsonpaper

SpatialIndustrialStrategy• DraftpaperonSpatialIndustrialStrategy,SEZs&Cities• Detailedcommentsonpaper

OverallURprogramme• DraftBack-to-OfficeReportonSeptembermission• DetailedcommentsonBTOR

DetailedreviewofchangesinscopeofUR

submittedforDGsignature

Land&HousingMarkets• Draftpaperprepared• ̀FriendlyFire’focusgroupengagementheld12Dec2016• DetailedreviewconductedandcommentssubmittedtoURteam

SpatialIndustrialStrategy• Draftpaperprepared• ̀FriendlyFire’focusgroupengagementheld13Dec2016• DetailedreviewconductedandcommentssubmittedtoURteam

OverallURprogramme• RevieweddraftBTORReportandprepareddetailedcomments

Conducteddetailedreviewofcurrentlyproposeddeliverables,whencomparedtoAideMemoireofApril2016.

• Revisedpaper• Detailedcommentsonrevisedpaper

CityFinance• DraftpaperonurbanfinancesinSouthAfrica• DraftUrbanFinanceSustainabilityModel

Transport• DraftpaperonTransport:Co-locationofactivities(Mar2017).

OverallURprogramme• FinalisationofSeptemberMissionBTORReport(Jan2017)

AgreementonURre-scoping,deliverables,andbudget

• Further`FriendlyFire’focusgroupengagementtobeheld• Furtherdetailedreviewofpapertobeconducted

SpatialIndustrialStrategy• DrafttobepresentedinfurtherengagementinsideNT• Papertoberevised• NTtoleadpresentationtodti

CityFinance• Preparationofdraftpaper• Preparationof‘generic’spatial-fiscalmodel

Transport• Co-locationofactivitiesnetworkmappingandpreparationofdraftpaper

OverallURprogramme• MeetWBSAmanagementreURre-scopingandre-budgeting

AchieveagreementonURre-scoping,budgetandexpenditurerecon,and

38|P a g e



Processundertaken


revisedproduct/deliverableTORs+timeframe

ED14 Dataworkinggroup

Geo-codingofFirm-leveldata• TWGheld8-9November2017.ERLNfundingforQ12017andrelatedTWGtobeconfirmedDecember2016.

SARSincomedataproject• SARS-NTMOU(tosupporttheuseofAfriGISprocuredbySARSforthegeo-codingofPAYEtaxrecords)signedoffbyNT

Cityplanning&valuationdataInitiatedprojectscoping

Geo-codingofFirm-leveldata• TWGheld8-9November2017.ERLNfundingforQ12017andrelatedTWGtobeconfirmedDecember2016.

SARSincomedataproject• Preparationandsubmissionof(variousiterationsof)MOU

Cityplanning&valuationdataFocusedengagementwithETHtoscopeavailabilityofgeo-codedplanning&valuationdata

Geo-codingofFirm-leveldata• STATS-SAagreementongeo-codingestablishment-leveldatawithintheStatsSABusinessRegister• DevelopproposalstoextendCity-leveleconomicstatistics

SARSincomedataproject• SARS-NTMOUsignedoffbySARS• SARSandAfriGISGeo-Codingprojectunderway

Cityplanning&valuationdataFurtherprojectscoping

Geo-codingofFirm-leveldata• FurtherengagementswithStatsSABusinessRegisterteam• EngagementwithStatsSACouncilEconomicSub-Committee

SARSincomedataproject• ContinuedengagementwithSARStoensureMOUsign-off;• EngagementwithPayrollUserGroup(withNTEP&SARS)• ProjectmanagementofGeo-CodingprojectwithSARSandAfriGIS

Cityplanning&valuationdataFocusedengagementsCT&JHBtoscopeavailabilityofgeo-codedplanning&valuationdata

Risksandmitigations

Risk Mitigation UrbanisationReview• Delaysinconsultationsduetoavailabilityofrelevantstakeholders

UrbanisationReview• Advanceplanning• Preparemorerigorousplan,engageWB

39|P a g e

• WBbudgetandscoperiskDataWorkingGroup• SARSdataqualityrisk

DataWorkingGroup• EngageSARS&PayrollUserGroupfurther

Issuesforescalation

Structure Issue ProgrammeManagement EngageWBCountryOffice&URTTLonURre-

scoping,budgetandexpenditurereconciliationandadditionalfundingrequest

IGRBranch NoneCityBudgetForum None

3 CitylevelimplementationCitylevelimplementationsupportactivitiesarelistedinthetablesbelow.Attheinceptionofthequarter,focuswasputonconsolidatingthinkingaroundthecategorisationofmetrosintothreedistinctgroupsforeaseofmanagement.BriefingmemostotheMinisterwerepreparedforthemostturbulentmetros(Mangaung,BCMandTshwane).Mosteffortwasdispensedinconsultations and planning around the best approach on briefings to new leadership inmetros,preparationofthemetrobriefingpresentation,andinsupportingthecompilationofBEPPevaluationreportandinputsonBEPPguidelines.Thestrategicsupporttocitiesprojectalso involvedengaging internally to IGRonalignmentofprocesseswith theSALGA,DCoGbriefings.ThisquarteralsomarkedtheinitiationoftheMAYCOvisitswithNMBbeingthefirstonethatwentverysuccessful.FurtherworkonTheCityCoordinatorsmeetingalsohaditssecondmeetingthispastquarter.Therestofeffortwasspreadacrossprojectswithinthesub-componentandotherprojectsinProgrammeManagement.

3.1 CityCoordinationSupportThequarterachievedsignificantprogressinestablishingrelationshipswithkeynewpoliticalleadershipofCoJ,CoTandMangaung.TheMinisterwasalsobriefedregularlyofemergingmattersineachcityspace.


Code Project Outputsdelivered Processundertaken Outputsplanned Process

PlannedPM15 CityStrategic

Supporta) Deliveredand

gainedpoliticalandadministrativesupportinMangaungandCityofTshwanethroughanintroduction

Engagements,lobbyandplanning

a) StillaimingatanEXCOintroductorypresentationinETK;MAYCOpresentationinCOJ,EKUandBCM

Presentationsand/orclosedinsessions;

40|P a g e


Code Project Outputsdelivered Processundertaken Outputsplanned Process

PlannedpresentationtoMAYCOs;

b) PreliminarypoliticalintroductorycheckinginwithCoJ;

IntroductorycheckinginwiththeChiefWhipineThekwiniMetro;

b) MaybenecessarytodoahighlevelcheckinwithCoCTMAYCO

HighlevelintroductorycheckinwithCOJCityManagermaybenecessary;

PM16 CityCoordination

a) SecondCityCoordinatorsmeetingheldsuccessfully;

b) ReviewedCityCoordinationmechanismsandadjustedtheallocationofcoordinationmechanisminEkurhuleni,Tshwane,MangaungandNMB.

Engagements,lobbyandplanning

a) Firmuphandoverarrangementsbetweentheoldandthenewcitycoordinators;

CityCoordinatorsMeeting

Meetings;

3.2 BuffaloCityMetropolitanMunicipalityInDecemberNationalTreasuryheldaworkshop with theSeniorManagersandHeadsofDepartmentsfromtheBuffaloCityMunicipalityontherequirementsofthe2017/18BEPPsubmission.ThepurposeoftheworkshopwastoassistthecitytounderstandthecontentrequirementsforthenewroundofBEPPsandensurethatthegapsinthecity’spreviousBEPPsubmissionareaddressed.TheCitywelcomedtheworkshopastheyhadnotparticipatedintheBEPPworkshopheldwiththecitiesinthelastquarter.InthelastquartertheCityparticipatedintheCityBudgetForum,theplanningalignmenttaskteamandthecitycoordinatorsmeeting.OfficialsfromthecityattendedtheHousingStrategyworkshopandtherewaspartialparticipationinthereportingreformsworkshop.ThelimitedparticipationinthereportingreformsprojectcouldimpacttheSDBIPindicatorprocessinthecity.ThecitypresentedatthePTNGhearingfacilitatedbytheNDoTandNT.LackofprogressontherevisedIPTNandthedevelopmentoftheoperationalplancontinuesto impactonthe

41|P a g e

fundingallocationtothecityandtherolloutofacomprehensiveintegratedpublictransportnetworkforthecity.The city has confirmed theparticipationof bothofficials andpoliticians for the ExecutiveLeadershipProgrammetobeheldfromthe27thFebruarytothe3rdMarch2017.ThiscouldprovideauniqueopportunitytostrategicallyengagetheBCMleadershipandcouldassistinfacilitatinganddevelopingaprogrammeofstrategicandrigorousengagementwiththecitygoingforward.InfurtherinteractionwiththeCityit is importantthattheCSPrelatedworkandtheGTACsupportinthecityarestronglyaligned.ItisthereforeimportantthattheCSPparticipatesinthediagnosticworkplannedintheCitythroughtheGTACsupport.Despite the efforts of the NT and the City to have the NT present at the BCMMayoralCommittee, thisengagement is still outstandingandhopefully canbe realised in thenewquarter.



Processundertaken


BCM BCMstrategicsupport

BCMinputforMinistersReportInputonthefinalisingoftheMdantsanePrecinctmanagementreport

PresentationtotheMayoralCommitteeisstilloutstandingInputforthemid-yearbudgetandexpenditurereviewreportforBCM

Participationinthemid-yearbudgetandexpendituremeetingParticipationinthediagnosticworkplannedbyGTAC

PM10 BuiltEnvironmentIndicators

DiscussionheldwithcityaspartoftheBEPPengagement

PopulatedindicatorsaspartoftheAnnexuretothedraftBEPP


BEPPprocessplandraftedandsubmitted

WorkshopheldwithBCMofficialsregardingtheBEPPrequirementsfor2017/18

DraftBEPPsubmittedtoCouncil

CG20 CIDMS - - - -

42|P a g e



Processundertaken


ED1 SNDB Nooutputs EngagementwithBCMofficialsontheimplementationandmonitoringoftheReformActionPlan

Monitorimplementationofthereformplan

CG2-BCM1

StrengtheningStrategicLeadership

Nooutputs TheCityhasconfirmedtheirparticipationfortheExecutiveLeadershipCourse

Participationintheleadershipcourse

CG5–BCM17

Citizenengagementandintegrity

- - DraftTOR(dependentontheagreedapproachforthecity)

CG10-BCM15

Landdevelopmenttransactionsupport

- - DraftTOR(dependentontheagreedapproachforthecity)

PT4-BCM14

ReviewofIPT PTNGhearingheld.CitytostillfinalisetheirrevisedIPTNandoperationalplan

Worldbankreport

RisksandmitigationsNone

3.3 CityofCapeTownMetropolitanMunicipalityDuetotheelectionsanduncertaintyoforganisationalarrangementsinCapeTowntherehasbeenlimitedadvancingoftheCSIP.Therehasbeenafocusonstrategicassessmentofthecity,aswellascontinuedsupportonevaluatingthepreviousBEPPandprovidingguidanceandsupportontheupcomingBEPPprocess.

43|P a g e

WorkonAthlonePowerStationMarketassessmenthascontinuedwithtablingofaMarketAssessmentDraft.



Processundertaken

Outputsplanned

ProcessPlanned

CG2-CPT3a

Strengtheningpolicydelivery

CG3-CPT4

Citizenengagement

Seconddraftreportwithimprovedassessmentframeworkhasbeentabledforworkshoppinginmid-October

Researchbeingconcluded

CG6-CPT5

Strengtheningpolicydelivery

TheCityhassubmittedits2016/17BEPP,whichwasverywellreceived

TherewereimportantengagementswiththeCity’sBEPPprocess,MYRprocessandbenchmarkingprocess

BEPPsupportfornextcycle

CG10-CPT7

Catalyticprojectsupport

AthlonePowerStationMarketAssessmentcompleted.ConradieBLEMPPeerReviewcompleted

Athlonepowerstation,marketassessmentwasunderway.ConradiePeerReviewprocess

FinalisationofAPSreports

AthlonePowerstationworktocontinueFurtherscopingofsupporttoConradieScopingofsupporttoBellvilleInterchangetobeexplored

HS3-CPT9

HumanSettlementsReview

HousingMarketAnalysisisunderway

InterimreportsofHousingmarketassessment

Housingmarketsassessmenttobecompleted

HS13-CPT11

Upgradingsupport

ScopingofSouthernCorridorhascontinued

SouthernCorridorsupportbeingscopedandprocured

44|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

CR4-CPT13

Fiscalimplicationsofenergysubstitution

RisksandmitigationsODTP process represents significant change in partners in CoCT. Diverse channels ofcommunication in City and adapt to new structural arrangements will be required.OpportunitytolocateCSPatthestrategiccentreoftheorganisationintheSPU,intheMayor’sOffice.

3.4 CityofJohannesburgMetropolitanMunicipalityInitial contactmadewith the newCMon 21Dec 2016with commitment to have officialmeetinginJan2017.Initial contact with the Chef of Staff in Office of the Exec Mayor on 21 Dec 2016, andcommitment to have urgent follow up meetings in Jan 2017 on SNDB, City Deep, InnerCity/AffordableHousing;AdjustmentBudgetandpreparationofBudget2017/18.Thehighlightsofthethirdquarterare:-

a) ProgresswiththeinvestigationofaTIFb) CompletionoftheCityDeepPre-FeasibilityReportc) EstablishingarelationshipwiththenewleadershipintheOfficeoftheExecutive

Mayor(OEM)andOfficeoftheCityManager(OCM)



Processundertaken


COJ

Strategicrelationships

EstablishedrelationshipswithnewCityManagerandChiefofStaffinOfficeofExecMayor

Meetingson21Dec2017.

CBFandSEMworkshopsinNov2016

GoodtransversalattendanceofCOJatCBFandSEMworkshopsinNov2016

ActivecanvassingofitemsonagendaofSEMandCBF

MeetingofExecMayorandDDGNT

SetdateformeetingbetweenExec

SpadeworkdoneinDec2016.

45|P a g e



Processundertaken


MayorandDDGNT

ReviewofCOJCSIPprojects

NewDAleadershiphasunderstandingof,andsupportforCOJCSIPprojectsandprioritisesprojectsfor2017/18.

CSPCo-ordinatorYondelaSilimelaandChiefofStaffofOEMtoreviewCSIPinpreparationforCOJAnnualPlan2017/18


EstablishrelationshipofCOJBEPPTeamwithGautengProvGovregardingplanningandimplementingofProvInfrastructure

AspartoftheGautengTri-MetroForumprocess.

Drivepreparationfor1-2FebMid-YearBudgetandBEPPReview

WorkwithTeamFinanceandPlanningtopreparethecontentandlogisticsforasuccessfulMid-YearReview

ED1 SNDB ReformActionPlanforDevelopmentApplicationsAgreementonscopeofPilotprojectonpropertiesnotyettitled,costoftransferofpropertiesandinformaltransfers

SNDBcitylevelprocessWBandCOJmetinNov2016todiscusstheneedforsuchaproject,andagreedthatCOJwouldbethepilotcity.

Agreementonscopepfworkforpilotprojectontitledeeds.CityprogressonReformActionPlanforDevelopmentApplicationsInvolveExecMayor’sOfficetodriveSNDBwithnewcityfocalpoint(ActingEDforEcodev)

WorkwithCOJandWBtogetjointagreementonSOW.MonitorprogresswithimplementationofreformActionPlan.BringnewActingEDforEcoDevandrepresentativefromOEMuptodatewithSNDB.

PT4-COJ10

ReaVayaITS RaiseawarenessofnationalbudgetcutstoCOJfor2017/18

ProvidesupporttoEDTransportifrequired.

CG1 ExecutiveLeadership

ConformationofattendanceofExecMayor,

WorkviatheChiefofStaffandCSPCoordinator

46|P a g e



Processundertaken


CourseFeb2017

relevantMMCsandED’s

toactivelyinviterelevantCOJreps.

CG15 CityDeepHub

FinalCityDeepPre-FeasibilityReportsubmittedfromDBSAPPFtoCOJ

FinalDraftreportwassubmittedbyDBSAtoCOJon27Sept2016forcommentsbyCOJ.

CouncildecisiononwayforwardforCityDeep

BriefnewCMandOEMonPre-FeasibilityReportandrecommendationsofreport

CG18-COJ12

TIF In-principleagreementfornextphaseofproject–roadshowtoinvestorsanddesignofTIF

Meetingon25Oct2016confirmedthewayforwardinrespectoftheTIF–wayforwardagreedtobyCOJ,WorldBankandNT.

OfficialrequestfromCOJforphase2ofproject–designofTIFandroadshowtoinvestors

Providesupportand

CG13COJ5

COJRevenueGenerationinrelationtoresourceefficiencyandsubstitution

RevenueDatasetsprovidedtoWBPSPforanalysis

GentlepressuretocollectdatafromCOJtoprovidetoWBPSP.SuccessfullycollecteddatafromCOJon9and21Dec2016.

CG21 ReportingReforms

COJattendanceinsectorworkshopsduringDec2016

MobilisedcapacityfromCJtoattendthevarioussectorworkshopsduringDec2016

3.5 EkurhuleniMetropolitanMunicipalityTherewaslimitedsupportprovidedtoEKUoverthepastquarter.WhiletheCSIPinEkurhulenihasbeenexpanded,atleastintheory,thepracticalimplicationsofthisremainuncleargiventhenewmayorandmayoralcommitteeandthenewcitymanager.ThereisanurgentneedtoaddressthisbyholdingameetingwiththeCM,followedbythemayoralcommittee.Thiswillneedtotakeplaceinthenextquarter.Onthesupplyside,thefocuswasonpreparationfortheELP,followinguponoutstandingdeliverablesforSNDB,andsupportontheBEPPprocess,includingpresentingtheoutcomeindicators.Onthedemandside,therewassignificantprogressontheLerallaNodeandtheKnowledgeManagement Strategy. The former will be concluded in January with the latter beingconcludedinDecember.TherewasalsoamissionbyRobertWhytewithanumberofoutputsbeingproduced

47|P a g e




PlannedEKU Ekurhuleni

StrategicSupport

Quarterlyreport. MeetingwithPalesaTsita,CSPCo-ordinator

RevisedCSIPinthecontextoftheIDP

PresentationtoCM,EXCOandMAYCO

PM10 BuiltEnvironmentOutcomeIndicators

AdhocsupportonBEPPsWorkshoponoutcomeindicators

Adhocdemanddrivensupport

ED1 SNDB DraftReformActionPlans

PeerLearningEvents

CG2-EKU9

KnowledgeManagementStrategy

FinalisedKMStrategyandImplementationPlan

Steeringcommitteemeetings

Projectiscomplete

EngagementwithKnowledgeManagement

CG2-EKU12

Transversalmanagementforimprovedservicedelivery

- - MeetingwithCMtoconfirmthatthisprojectisstillrequired

CG10-EKU3

SupportforTembisaCorridorCatalyticProjects(LerallaNode)

DevelopmentStrategyandTransactionStructure,FinalReportandExecutiveSummary

SteeringcommitteemeetingsMeetingwithPRASA

Closurereport EngagementwithKnowledgeManagement

CG10-EKU10

InfrastructureMasterplan

- - MeetingwithCMtoconfirmthatthisprojectisstillrequired(willrequirepriorengagementwithSbu)

HS13-EKU14

InformalSettlementUpgrading

- - Finaliseprojectscope

ScopingmeetingwithEKUandCSPteams

PT4-EKU7

IRPTNStrategicSupport

- - MeetingwithCMtoconfirmthatthisprojectisstillrequired

48|P a g e




PlannedED15-EKU13

InvestmentPromotion

StrategydevelopmentframeworkSummaryactivityroadmap

MissionbyRobertWhyteandhisteam

Implementationofrecommendationsfrommissionreport

MeetingwithCaiphusandEdwardtodiscussgeneralprogressandcommitment

The next quarter will see the handover of the co-ordinator role from Jeremy to SethMaqetuka.ThisrepresentsanidealtimefornewenergyandfocusontheCSP’ssupporttoEKU. A hand-over meeting will be held between Jeremy and Seth, following which it issuggestedthatameetingberequestedwiththenewCMtopresenttheCSPsupportandfocusareasfortheremainderoftheprogramme.ThetimingisgoodgiventheconclusionoftheKMstrategyandLerallaNodestrategy.ItwouldalsobeusefultoreflectonwhetherEKU7,10and12arestillrequired.Thereisanopportunitytofocusonafewkeysupportareas–butthisrequiresthatthenewCMbecompletelyonboard.RisksandmitigationsRisk MitigationInsufficientbuyinandengagementwithEKUleadership

PresentationtoEKUEXCOandMAYCO

InsufficientengagementbyEKUonSNDBandInvestmentPromotionprojects

SetupmeetingwithCMandHODEconomicDevelopment

ResignationofGCFO MonitorappointmentprocessofnewGCFO

3.6 CityofTshwaneMetropolitanMunicipalitySignificantimprovementbetweentheprogrammeandtheCityofTshwanecanbeconfirmed.Coordination of activities particularly the supply side projects has improved considerably.Projects from the demand side will be activated out of the results of the StrategicDevelopment Review (SDR). Thework on the SDR is underway and the next quarterwilldelivertheresultsofthereview.Challenges still existwith the SNDB. TheCityof Tshwanehasnot yet submittedaqualityreformactionplan,andthere is limitedresponsebytheCity technical teamstotheCity’sDoing Business focal point as well as to National Treasury’s Sub-National Doing Businessprogramme coordinator’s repeated requests for engagement and quality inputs. This is amajorchallengeasthiswillhaveabearingontheresultsofthenextsurveywhichwillimpactontheCity‘sSNDBscoring.

49|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

TSH StrategicSupporttoTshwane

InitialworkontheSDRbycollatingkeydocuments;reviewingpresentations;initialdocumentsreview;MobiliseteaminternallytoNTforthesegmentsofthereview;MobilisecityonactiontowardsSNDBforDoingElectricityandtheprojectgenerally;ProvidingoversightsupporttotheSNDBprocessandelevatingtheimportanceofcooperationofrespectivesectionsofthemunicipality.SupporttotheActingCityManageroninstitutionalissuesemergingasaresultofthetransition.AttendedandmadeinputsattheHumanSettlementsStrategic

Meetings,workshopandgeneralcommunication

FinalisingtheSDR,presentingatseniormanagementandMAYCO

Desktopreviews,meetingsetc.

50|P a g e



Processundertaken

Outputsplanned

ProcessPlanned

WorkshopfortheCity.

PM10 OutcomeIndicators

- - - -

PM20 BEPPNationalProcess

- - - -

PT4 IPTSReviews

- - - -

ED1 SNDB - - - -RisksandmitigationsBudgetassessments indicate that thecity’s financesareseriouslyconstrainedandrequireclose monitoring and further scrutiny to ensure that the scales do not tilt in the wrongdirection.FurtherworkisrequiredonRevenuemanagementtodetermineiffurtheractivitiescouldimprovetherevenueposition.LackofturnaroundontheSNDBworksignalsaseriousriskaheadofthesurvey.CityneedstocommitresourcestoengageanddealwiththeactionplansfortheSNDB.

3.7 eThekwiniMetropolitanMunicipalityActivitiesineThekwinisloweddownsignificantlyinthelastquartercausedbytheuncertaintyon the appointment of the CityManager. This reached its heights in Decemberwith thecontractoftheCityManagerterminatedtwoweeksbeforeitsduedate.Commitmentsonanumberofactivitieswereposeduntilcertaintyontheleadershipwasascertained.



Processundertaken


ETK StrategicSupporttoeThekwini

EstablishrelationswiththenewCityManager;EXCObriefing;Workonstreamliningsupportbyfinalisingtheplanforthecalendaryear;EngageontheBEPPworkshopsinternallyand

Meetings,desktopwokandtelephonicdiscussions

51|P a g e



Processundertaken


mainstreamingtheBEPP;

CG10-ETK13

- - - -

CG20 CIDMS - - - -HS3 Understandi

ngpropertymarkets

- - - -

HS13-ETK14

UpscalingInformalSettlementsSupport

- - - -

ThepositionoftheCityManagerhasnotbeenfilledalthoughadvertsclosedlastyear.

3.8 MangaungMetropolitanMunicipalityThehighlightofthequarterwastheleadershipbriefingheldwithseniorpoliticalleadershipofthecityandNationalTreasuryofficialsinaMAYCOheldinOctober2016.TheemergingresolutionsofthesessionwerethatthecityiscommittedtotheCSPprogramandongoingsupportprograms.Aswell,thereisaneedtoworktogetheraroundanumberofkeyareasofsupportimmediately.Theseinclude:• Securingadequatewatersupplyforthecity;• Creatingcloserlinksbetweenlongtermplanningandthecitybudgetprocess;• Support with regard to Economic Development, specifically around: Cost of Doing

Business;• SupportaroundatechnicaleconomicreviewofBEPPandotherkeyprojectsandplans;

andSupporttoidentifyareasofcompetitiveadvantageandmarkettoinvestorsforthecity.

Inadditiontothis,supportwillcontinuearoundareaslinkedtokeysupplysideCSPofferings,thatis,theBEPPprocessandbroadersupportaroundthemunicipalbudgetingprocess.Overthequarter,thecityhasmadesomeprogressintheprocessofpermanentlyfillinginthemany acting posts,with a recruitment process ongoing to replace the current acting CityManager,HeadofEconomicDevelopment,CFO,HeadofInfrastructureandHeadofSocialServices.Thisiscriticaltocreatethenecessarystabilityintheadministration.

ApartfromthesuccessfulLeadershipBriefingataMaycoengagementwiththecityon19thOctobernumberofothersuccessfulareasofworkincluded:• Thecitywasinvolvedinthetechnicalworkshopsonhousingplanningtoolkitsandmarkets

overtwodayson21and22ndNovember;• ThecityparticipatedinthelastCBFoftheyearon29November;• ThecityparticipatedintheCityCoordinatorsmeetingheldon30thNovember;• ThecitypresentedabudgetapplicationforthePTNGfortheMTEF2017/18–2019/20,

andsuccessfullypresenteditatthehearingsinNovember;and

52|P a g e

• ThecityparticipatedIPTNworkshopson5thand6thDecember.



Processundertaken

Outputsplanned

ProcessPlanned

CG1 ExecutiveLeadershipProgram

Assistcitiesunderstandtheurbanspatialchallengeanddeliveratransformedspatialform

5dayLearningProgram

ED1 Sub-NationalDoingBusiness

PM15 Cityplanning,monitoringandreporting

SuccessfulcityleadershipbriefingMAYCOsessionheldCitycoordinatorssession

MAYCOsession;citycoordinatorssession.

PM20 BEPPReform HS9 Housing

MarketDemand

Technicalworkshopsonhousingplanningtoolkitsandmarkets

Workshopswithcities

PT4 AnnualPTNGHearings

2daytechnicalworkshopsonIPTNs

IPTNworkshops

PT10 ReviewoftheFiscalArchitectureofPublicTransportFinancing–annualPTNGhearings

Assessmentofcitybudgetapplication,hearingsandMTEFallocationsforthePTNG.

Citybudgetassessment;PTNGhearings

Assistcitiestoaligntheirpublictransportandlandusestrategies

2daytechnicalworkshop

CityhandoverGiventhechangeinCSPcitycoordinator,therewillbeahandovermeetinginMangaungonJanuary24th.Introductionoftheconceptforstrategicledbudgetingprocesses

53|P a g e

AsessionwillbeheldwithseniorcityexecutiveofficialsandMMCsonadraftconceptforthemorestrategicallyledbudgetingprocessesonJanuary24th.ExecutiveLeadershipProgramThecityhadconfirmeditsparticipationintheExecutiveLeadershipProgram,laterpostponedtothecomingquarter.Here,thereisanopportunityforthecitytobeinductedintothebroadspatialtransformationagenda.MidyearbudgethearingsThecitywillparticipateinthemidyearbudgetandBEPPhearings.Keywillbedealingwiththeissueofstrategicledbudgeting,andhowthiscanbeincorporatedintofuturebudgeting.PublicTransportWorkshopsonIPTNandlanduseAsafollowthroughfromtheIPTNworkshopsthisquarter,2daysoftechnicalworkshopsonmediumtolongtermplanningforpublictransportandlandusehavebeenprogrammed.Thecitywillbeexpectedtoprovidedetailsonthealignmentofitspublictransportplanswithlanduse.RisksandmitigationsThecityscancameupwith3riskareasforthecity,whichstillpersist:

• GovernanceRisk:leadershipinstabilitycausedbythechangeswillaffectgovernanceandinstitutionalprocessesinthecity,ultimatelyaffectingservicedelivery.

• Financialrisksintermsofitsstaffingcostandcashposition.• Servicedeliveryrisks:MMMremainsinaprecarioussituationintermsofitswatersupply.

IssuesforEscalationIntheshortterm,thereisanurgentneedtoengagethenewcityleadershipatapoliticalleveltooutlinetheserisksandagreeonaspecificprogrammeofactiontomanagethemtowardsacommonobjectiveofinclusivegrowth.Specifically,itisrecommendedthattheMinister:

• Open direct communication with the Mayor to emphasise the importance ofinstitutionaltransparencyandstability.

• Highlightkeyfinancialandserviceddeliveryrisksandtheirlikelyimpactongrowth.• Proposeongoing,regulartechnicalandpoliticalengagementtomonitorprogresson

theseissuesStructure IssueProgrammeManagement IGRBranch CityBudgetForum Sustaindirectcommunicationwiththe

Mayortoemphasiseinstitutionaltransparencyandstability.

3.9 NelsonMandelaBayMetropolitanMunicipalityThemajorfocusofthelastquarterhasbeentoestablishcredibilityfortheCSIPamongthenewpoliticalofficebearers.BuildingonasuccessfulpresentationtotheMayoralCommitteeinAugust,thisprocesswaslaunchedinearlySeptemberbyindividualpresentationstoand

54|P a g e

discussions with the new MMCs for Finance, Economic Development, Public Transport,HumanSettlementsaswellastheDeputyExecutiveMayor.Thesediscussionsemphasisedimportance of spatial transformation to improve inclusiveness and social and financialviability;theunviabilityofexistingapproachestoPublicTransportandHumanSettlements;andtheimportanceofasingleconsolidatedcityplanningprocess,togeneratetheCDS,BEPP,IDPandbudget.SubsequentlyCSPanditscontractorssupportedtheconsolidatedcityplanningprocess,byfacilitatingworkshopstogenerateacityvisionandanoverallcitystrategy,runninganonlineconsultationprocess;andsuggestingalong-termfinancialstrategy.Otherintendedachievements,suchasfinalisedIIPSAapplicationstofundfeasibilitystudiesofwaterdemandmanagementprojects,weredelayedduetothesuspensionoftheNMBMCFO.



Processundertaken


CG2-NMB2

OrganisationalChangeManagementSupport

Projectcloseoutreport

FinalcoachingandmentoringsessionsFinalsteeringcommitteemeetingPreparedcloseoutreport

None N/A

CG4-NMB5

Longtermdevelopmentplanningsupport

ResultsofIDPconsultationmeetingsResultsofonlineconsultationprocessCityVisionOutlineofCityStrategy

AgreedplanningprocesswithtoMMCs&DEMLaunchedandmanagedonlineconsultationprocessPlanningprocessandagendasforkeyeventsagreedwithSteercomFacilitatedCityVisioningWorkshopandStrategicPlanningWorkshop

Finalisedraftcitystrategy2ndStrategicPlanningWorkshopDraftCDSDraftBEPPDraftIDPDraftMTREF&budget

HoldingofeconomicdevelopmentfocusgroupsessionsFacilitate2ndStrategicPlanningWorkshopPreparedraftCDSPreparedraftBEPPPreparedraftIDPPreparedraftMTREF&budget

CG10-NMB15

Supportforcatalyticprojects

None N/A Obtainagreementonpriority

Preparebackgroundmaterialand

55|P a g e



Processundertaken


projectsforELP

discusswithrelevantMMCs

CG11-NMB6CG11-NMB8

Financialplanningandinfrastructurefinancingsupport

UpdatedNMBMLTFM

PopulatedLongTermFinancialModelwithdataforuseatStrategicPlanningWorkshop

NMBMacceptsLTFMforstrategicfinancialplanningpurposesNMBMacceptsproposedLTFstrategy

NewattemptstogetownershiponLTFMbyNMBMDraftingofproposedLTFstrategy

CG13-NMB7

Revenuestrategy&managementsupport

None N/A None N/A

HS3-NMB14

Humansettlementssupport

PresentationtoMMC:HSonunviabilityofcurrentapproach;andsuggestionsforimprovement

EngagementwithMMC:PTonunviabilityofcurrentapproach;andsuggestionsforimprovement

OutlineofviableHSapproachagreedbyNMBM

Engagementswithseniormanagementandpoliticalleadership

PT4-NMB13

Reviewofintegratedpublictransportsystem

PresentationtoMMC:PTonunviabilityofcurrentapproach;andsuggestionsforimprovement

EngagementwithMMC:PTonunviabilityofcurrentapproach;andsuggestionsforimprovement

OutlineofviableIPTNapproachagreedbyNMBM

Engagementswithseniormanagementandpoliticalleadership

ED13 OrganisationalChangeManagementSupport

None None NA NA

PM20 SupportforBEPPannualprocess

PoliticalacceptanceofimportanceofBEPP

PresentationstoMMC:Finance,MMCED,andDEM

AgreedandacceptableBEPPfor2017/18

• Engagementswithseniormanagementandpoliticalleadership

56|P a g e



Processundertaken


Benchmarkingengagement


ActionplansinplaceforConstructionPermits,GettingElectricity&RegisteringProperty:

Repeatedengagementswithandpressureonrelevantcityteams

Implementationofactionplansunderway(ConstructionPermits,GettingElectricity&RegisteringProperty)

ConstructionPermits:improveandimplementactionplanGettingElectricity:improveandimplementactionplanRegisteringProperty:improveandimplementactionplan


None N/A None N/A

RisksandmitigationLoss of momentum due to hand-over to new city lead within CSP. Prolonged transitionprocess.4 OperationsThethirdquarterdeliveredtheextensionoftheCSP’sSLAandthecompletionoffourMoPA’swithGTAC.AdraftMOUwithCAHFhasalsobeendoneandshouldbesignedinJanuary2017.FocusontheintegrityandcompletenessofthedashboardsresultedintheCSP’sdashboardsrevisedandautomatedinPowerBI.Clean-up of programme data has also been a vital task this month to ensure accuratemonitoringandtrackingof indicators.Projectsheetshavebeencleaned-upandadditionaldatainputfieldshavebeencreated.ThisalsoincludedafurtherrevisionofCSPcontractsandfinancesandadetailedreconwiththeDBSAfinances.TheCSP’stotalexpenditure(DBSA,GTACandNT)forthesecondquarterhasaveragedR3.1m(YTD:R3.1m)permonth,whichisontargetwiththeplannedexpenditurefortheyear.AllfinancialdatahasbeenreconciledwiththeNTsystemandisautomatedasfaraspossible.Thenumberofinvoicesprocessedpermonthisincreasing,currentlyaveraging30permonth.

57|Page

4.1 AnnexureA–Program

meIm

plementation

4.1.1 CoreTeam

LevelofEffortThelevelofeffort(interm

sofhoursexpended)permem

berofthecoreteam

Duringthisquartersignificantlym

oretimew

asspentontheProgrammeM

anagementActivities,relatingtothereportingreform

sworkshops

andtheefforttocompletetheBEPPguideline.Additionalsupportonm

emostotheCity’sandtheM

inisterwasalsoincurred,follow

ingthelocalgovernm

entelections.Duringthisquartersignificantlymoretim

ewasspentonthePlanning,M

onitoringandIncentivisingsubcomponent(due

58|Page

tothefinalisationoftheBEPPguidelines.)LeadershipandGovernancereflectstheworkontheELPbeingdone,w

hilstStakeholderManagem

entreflectsthelaunchingoftheCSPW

ebsite.

4.1.2 City-SpecificLevelofEffort

Thelevelofeffortatcitylevelforthequarter.

Note:Thisinformationw

asextractedfromthetim

esheetsandreflectsthehoursspentonactivitiesthatwereclassifiedascitylevel.Itreflects

thatsignificantlymoretim

eisspentoncitylevelprojectsinNMBasopposedtotheothercities.

59|Page

4.1.3 Com

ponent/Sub-ComponentSpecificLevelofEffort

60|Page

4.1.4 DBSABudgetvs.Expenditure

TotalBudget:R21401575

TotalExpenditure:

R16805269(YTD)

61|Page

4.1.5 WorldBank-SecoBudgetvs.Expenditure

ThematicArea

1:Improved

BusinessEnabling

Environment&

more

CompetitiveCities

ThematicArea

2:PublicFinancial

Managem

ent

ThematicArea3:

InfrastructureFinance

ThematicArea

4a:LandManagem

ent

ThematicArea

4b:UrbanRegeneration

ThematicArea

5:IntegratedUrban

TransportPlanning

ThematicArea6:

UrbanisationReview

Program

Review

TrustFundAdm

inistration&SetUp

TotalBudget2630000

2665000605000

400000760000

795000440000

220000485000

TotalCommittedFunds

40416140807

61375251472

819552196632

333454145010

485000

TotalMonthlyExpenditure

33495-

19287

655684567

3504923262

55040000

0

500000

1000

000

1500

000

2000

000

2500

000

3000

000

WorldBankExpenditurefortheperiod:01June-31Dec2016

TotalBudgetTotalCom

mittedFunds

TotalMonthlyExpenditure

62|P a g e

5 Approvals

NAME DESIGNATION SIGNATURE DATE

Submittedby:SuzettePretorius Operations

Manager

Approvedby:

DavidSavage ProgrammeManager

Comments:

Approvedby:

Comments:

16 Jan 2017

16 Jan 2017

cities support programme consolidated quarterly report oct ... _centre... · • 1st national...

Documents