tsantsabane local municipality - city section 10 deals with budget implications of servicing the...

Source: Municipal Demarcation Board (2013)

TSANTSABANE LOCAL MUNICIPALITY

Municipal Profile

Tsantsabane Local Municipality : Municipal Profile. Developed by i@Consulting (Pty) Ltd on behalf of the Housing Development Agency - 2014

The Housing Development Agency (“HDA”) is a nationalpublic development agency that promotes sustainablecommunities by making well located and appropriatelyplanned land and buildings available for the development ofhuman settlements. The Agency has developed anddeployed an information system which includes municipalprofiles for selected municipalities. The intent of this profileis to provide guidelines and advice to Provincial Departmentof Human Settlements as well as municipalities on efficientutilization of land and economic government infrastructureinvestments in support of integrated human settlementsdevelopment.

introduction

The template was compiled for the Housing DevelopmentAgency using a number of different data sources. The 2011Census information from StatsSA was used extensively torepresent socio-economic information.

The financial profile data was extracted from themunicipalities’ most recent financial statements. TheIntegrated Development Plan (IDP), Housing DevelopmentPlan (MHDP) and Spatial Development Framework of eachmunicipality also provided inputs into the municipal profile.Where possible, each source of information is quoted aspart of the specific figure, table or chart.

The municipal profile is structured in the following sections:• Section 1 provides background information on the

municipality, including land use data;• Section 2 deals with demographic information such as

population growth and income;• Section 3 provides an economic overview of the

municipality;• Section 4 investigates the financial status of the

municipality;• Section 5 gives headline data on the property market in

the municipality;• Section 6 looks at housing demand and historic delivery

of RDP houses;• Section 7 displays a land rent analysis• Section 8 provides a snapshot of water, sanitation and

electricity delivery;• Section 9 displays a cost surface analysis• Section 10 deals with budget implications of servicing the

housing backlog,• Section 11 analyse the performance of the planning

function at municipal level.

about the template

Tsantsabane Local Municipality is located within thenorth eastern parts of the Northern Cape Province, andfalls within the boundaries of the ZF Mgcawu District.The nearest business centre is Kimberley, which is about200km away. The municipality’s main town isPostmasburg. Economically Tsantsabane is known forbeing rich in minerals, and for its mining, agriculture,manufacturing and farming sectors.

Contact Details:Postal: PO Box 5, Postmasburg, 8420Physical: 13 Springbok Street, PostmasburgTel: 053 313 7300Fax: 053 313 Website: www.tsantsabane.co.za

Tsantsabane Local Municipality

StatsSA -2011

Demarcation Board - 2011

Section 1: Background

Almost 60,41% (in terms of geographic area) of Tsantsabane LM is covered in thicket, bushland, bush clumps & high fynbosbush fields.

Mining, although a very important economic industry, consumes only about

0,08% of the surface area of Tsantsabane LM.

More than 99,86% of the municipality is currently vacant/undeveloped.

Tsantsabane has reinvented itself over the years as one of theleading investment hotspots in the Northern Cape. Theconstruction of the Anglo American Kumba Iron Ore’s Kolomelamine has brought an implosion of development to the area.Tsantsabane LM has no Traditional or Tribal areas.

Municipal Profile



Land Cover Category HectareWoodland 24,75%Thicket, Bushland, Bush Clumps & High Fynbos 60,41%

Shrubland & Low Fynbos 13,95%Grassland 0,14%Forest Plantations (Eucalyptus spp) 0,00%Waterbodies 0,00%Wetlands 0,34%Natural surface 0,00%Degraded land 0,25%Cultivated land 0,01%Urban / Built-up : residential 0,03%Urban / Built-up : commercial -mercantile 0,00%Urban / Built-up : industrial / transport 0,02%Mines & Quarries 0,08%

% population residing on Farms

9,69%

% population residing in Urban Areas

90,31%

Source: National Geo-spatial Information (NGI), National Land Cover 2000 (NLC 2000).

Source: National Geo-spatial Information (NGI), National Land Cover 2000 (NLC 2000).

The total extent of Tsantsabane LM is 1 851 664 hectares.

5 180

2 961

Households that may qualify for subsidies based on income - 2011

Less than R 3500/month R 3 500 - R12 801/Month

5 419

1 124

Households that may qualify for subsidies based on income - 2001

Less than R 3500/month R 3 500 - R12 801/Month

Section 2: Demographics

Tsantsabane Local Municipality has a population of35 091 people (StatsSA, 2011). Although the populationdensity has increased since 2002, it is still well belowthe metro average.

Tsantsabane has a LOW POPULATION DENSITY OF0,02 people per hectare, largely due to 99,86% of themunicipality not being developed.

population

1996 to 2001 2001 to 2011

-0,95% 3,13%

Growth

By 2020, the population of Tsantsabane Local

Municipality is expected to be 38 879

income

From 2001 - 2011, the % people earning less than R3500/month decreased with:

0,44% per annum.

From 2001 - 2011, the % people earning between R 3500 to R12 801/month grew

at: 16,35% per annum.

Households in Tsantsabane Local Municipality arerelatively poor with almost 13,10% earning noincome at all. 82,75% of the households earn lessthan R12 800/month. There has been significantgrowth in the income bracket earning between R3500 and R12 800/month – a clear signal for rental orgap market housing options.

Source: Statistics South Africa, 2011

Municipal Profile

Monthly income category




Nu

mb

er o

f h

ou

seh

old

s

Year RSA Population Tsantsabane LM %

1996 40 583 573 28 058 0,07%

2001 44 819 778 26 729 0,06%

2011 51 770 560 35 091 0,07%

28 058 26 729

35 091

y = 521,37x - 1 014 167,70R² = 0,79

19

96

19

98

20

00

20

02

20

04

20

06

20

08

20

10

20

12

20

14

20

16

20

18

20

20

Population 1996 - 2020

0

200

400

600

800

1 000

1 200

1 400

1 600

1 800

2 000

Household Monthly Income 2011

level of education

Section 2: Demographics

gender distribution


The male gender constitutes

approximately 52,38%of the total population. This is a common trend

to be observed in mining towns where the

mining industry is predominantly male

orientated.

4Page

Municipal Profile




0 1 000 2 000 3 000 4 000 5 000 6 000 7 000

1: No schooling00: Grade 0

01: Grade 1 / Sub A02: Grade 2 / Sub B

03: Grade 3 / Standard 1 / ABET 1 (Kha Ri Gude,SANLI)04: Grade 4 / Standard 2

05: Grade 5 / Standard 3 / ABET 206: Grade 6 / Standard 4

07: Grade 7 / Standard 5 / ABET 308: Grade 8 / Standard 6 / Form 1

09: Grade 9 / Standard 7 / Form 2 / ABET 410: Grade 10 / Standard 8 / Form 311: Grade 11 / Standard 9 / Form 4

13: NTC I / N1 / NIC / (V) Level 214: NTC II / N2 / NIC / (V) Level 3

19: Certificate with less than Grade 12 / Std 1020: Diploma with less than Grade 12 / Std 10

5: Grade 12 / Std 10 / Form 512: Grade 12 / Standard 10 / Form 5 / Matric / NTC111

15: NTC III / N3 / NIC / (V) Level 416: NTC IV / N417: NTC V / N5

18: NTC VI / N621: Certificate with Grade 12 / Std 10

22: Diploma with Grade 12 / Std 1023: Higher Diploma

24: Post Higher Diploma (Masters, Doctoral Diploma)25: Bachelors Degree

26: Bachelors Degree and Post graduate Diploma27: Honours degree

28: Higher Degree (Masters / PhD)7: Other

Number of people

Hig

hes

t le

vel o

f ed

uca

tio

n a

chie

ved

in

20

11

Highest level of education 2011 The percentage of people with no

schooling decreased between 2001 and 2011

with 11,81%

49,62%

48,99%

52,38%

50,38%

51,01%

47,62%

45%

46%

47%

48%

49%

50%

51%

52%

53%

1996 2001 2011

Nu

mb

er o

f p

eop

le

Gender Distribution 1996 - 2011

Male Female

Section 3: Economics

economic sector & strength

The dominant economic sector in Tsantsabane LM is Mining,

which contributes to more than 51,18% of the GVA of the

municipality. This industry employs more than 20,31% of

Tsantsabane ’s people. All the other economic sectorscontribute less than 15% each of the GVA of Tsantsabane LM.

In 2011, Tsantsabane LM contributed to 0,07%of the National GVA.

Of the 8 metropolitan municipalities in SouthAfrica, Nelson Mandela Bay is the onlyMetropolitan Municipality that exhibits alower average annual economic growth rate(2008-2011) than Tsantsabane LocalMunicipality.

In 2011, theunemploymentrate was: 26,1%

Municipal Profile




0 50 000 100 000 150 000

2004

2005

2006

2007

2008

2009

2010

2011

Economic Strength - GVA (R Millions) Based on constant 2005 prices

Metro Average Tsantsabane Local Municipality

0%

10%

20%

30%

40%

50%

60% 51,18%

20,31%

% S

har

e

Economic sector

Economic strength

Share of GVA Share of employment

-4%

-2%

0%

2%

4%

6%

8%

2007 2008 2009 2010 2011

Comparison of Economic Growth Rates (2007 -2011)

Tsantsabane LM Metro Average

Nothern Cape National GDP

MunicipalityEconomic Growth Rate

2008 2009 2010 2011 Average

City of Cape Town 4,0% -1,1% 3,0% 3,0% 3,1%

Buffalo City LM 3,3% -1,3% 1,2% 2,1% 2,0%

Nelson Mandela Bay Metro

0,0% -4,6% 0,6% 0,6% -0,2%

Mangaung 4,8% -0,9% 1,8% 2,4% 2,8%

eThekwini 2,9% -1,6% 2,1% 2,4% 2,2%

Ekurhuleni 4,1% -3,5% 3,3% 3,8% 2,7%

City of Johannesburg 5,7% -1,0% 2,9% 3,8% 3,6%

City of Tshwane 2,6% 3,1% 3,0% 3,1% 3,7%

Tsantsabane LM 1,4% -3,0% 4,2% 1,4% 1,6%

Service charges

Infrastructure carrying value

R-

R100

R200

R300

R400

R500

R600

R700

2012 (Rand/million) 2013 (Rand/million)

R69 R42

R614 R623

Section 4: Financial Status of the

municipality

annual collection rate

51,78% of all billed revenue has been collected, the benchmark is 95%

The payment level of 51,78% resulted in a loss of R 23 million in cash flow which should have been utilised for service delivery or for capital investment.

Future sustainability and growth is dependent on a collection rate of approximately 95% and a focused revenue collection strategy should be implemented.

own revenue to total operating revenue

asset turnover Service revenue to assets employed (asset turnover)measures whether there is sufficient investment ineconomic assets. The benchmark is 20%

Municipal Profile



11,32% 6,67%

The historic infrastructure base is sufficient tosupport the current service delivery demands.

The downwards trend however indicates the need toinvest in economic assets to ensure futuregenerations of revenue.

Although 72,79% of the Municipality’s revenue was internally generated in 2013, this has decreased from 75,84% during 2012, which indicates an increasing dependency on government grants to sustain operations.

R-

R10

R20

R30

R40

R50

2013 (Rand/million)

Revenue billed R48

Renevue collected R25

Loss in cash flow R23

RA

ND

/MIL

LIO

N

Annual Collection Rate (2013)

R- R20 R40 R60 R80 R100 R120 R140 R160

Operational grants; R41

Own revenue; R111

Total Revenue (excl. Capital grants); R152

RAND/MILLION

Section 4: Financial status of the

municipality

budget implementationIndicates to what extent the Municipality is able to deliver on its planned budget. The

target is 100%.

84,19% actual expenditure on capital budget

108,52% actual expenditure on operational budget

144,13% actual revenue realised

Section 5: Property market

Municipal Profile

0

50

100

150

200

250

No

of

Tran

sfer

s

Total Number of Transfers



R 0R 20 000 000R 40 000 000R 60 000 000R 80 000 000

R 100 000 000R 120 000 000R 140 000 000R 160 000 000

Capital Expenditure OperatingExpenditure

Operating Revenue

84,19%

108,52% 144,13%

Revenue and expenditure management

Budgeted Actual

R 0

R 5000000

R 10000000

R 15000000

R 20000000

R 25000000

R 30000000

R 35000000

Highest Transfers

R 843,27

R 0,29

R 0,23

R 45,60

R 1 807,40

R 138,89

R 0,51

R 1,54

R 19,22

R 6,77

Business

Dwelling

Game Farm

Government

Guesthouse

Industrial

Institutional

Mining

Municipal

Vacant

Average land value(R/m²) per land use

Source: Tsantsabane Valuation Roll 2013

Section 6: Housing demand and supply

dwelling type & housing backlog

The municipal housing backlog increases

between 1996 and 2001 with 2,89% and with

14,39% between 2001 and 2011.

housing delivery

Municipal Profile





Town Project Description Subsidy approved

Postmasburg Marinating 300

Groenwater Groenwater 485

Postmasburg

Boichoko 48

Jenn Heaven 17

Postmasburg 350

0 2 000 4 000 6 000 8 000

House

Traditional dwelling

Flat or apartment

Cluster house

Townhouse

Semi-detached house

House/flat/room in backyard

Backyard shack

Informal settlement

Servants quarters/granny flat

Other

6 768

85

152

4

3

5

87

352

2195

35

72

Households

Dwelling type

921

1 055

2 573

Housing backlog

2011 2001 1996

0

50

100

150

200

250

300

350

400

450

Dwelling HousesCompleted

Flats & TownhousesCompleted

Dwelling HousesSmaller than 80 (m2)

Number of Residential Buildings Completed

2007 2008 2009 2010 2011 2012

0

20

40

60

80

100

120

2007 2008 2009 2010 2011 2012

011 12

10899

104

Annual Delivery of RDP Houses

Dwelling Houses Smaller than 80 (m2)

Annual housing delivery target:(IDP 2014/2015)

Average annual delivery:(StatsSA Building plans approved 2007-2010)

Current total number of units planned:

(Siyanda District Municipality IDP 2011/2012)

265

81

1 200

R 12 (mill)

Current own fund committed towards housing development:

(Siyanda District Municipality IDP 2011/2012)

Tsantsabane Reviewed IDP 2014/2015 refers to the Siyanda District Municipality IDP 2011/2012.

The building plan statistics indicates that 104

RDP house were built in 2012.

Source: Tsantsabane Valuation Roll 2013

Municipal Profile

Section 7: Land Rent Analysis


The land rent theory is a geographical economic theory that refers to how the price and demand for real estatechange as the distance from the central business district (CBD) increases. It states that different land users willcompete with one another for land close to the city centre.

land rent


R 0

R 50

R 100

R 150

R 200

R 250

Ran

d p

er/m

²

Time in min from CBD

Average Total Property value –Residential Properties

R 0

R 500

R 1000

R 1500

R 2000

R 2500

R 3000

0-5 5-10 10-15 15-20 20-25 25-30

Ran

d p

er/m

²


Average Total Property value –Municipal Properties

R 0

R 500

R 1000

R 1500

R 2000

0-5 5-10 10-15 15-20

Ran

d p

er/m

²


Average Total Property value –Business Properties

R 0

R 50

R 100

R 150

R 200

0-5 5-10 10-15 15-20 20-25 25-30

Ran

d p

er/m

²


Average Total Property value –Government Properties

R 0

R 1

R 1

R 2

R 2

0-5 10-15 15-20 30-35 35-40 40-45 45-50 50-55

Ran

d p

er/m

²


Average Total Property value –Game Farm Properties

R 0

R 5

R 10

R 15

R 20

0-5 5-10 10-15 15-20 20-25 25-30

Ran

d p

er/m

²


Average Total Property value –Vacant Properties

0 2 000 4 000 6 000 8 000 10 000

Electricity

Gas

Paraffin

Candles

Solar

None

Number of Households

Source of Lighting 2011

0 1 000 2 000 3 000 4 000 5 000

Water inside dwelling

Water inside yard

Water on community stand: <200m…

Water on community stand: >200m…

No access to piped water


Access to Piped Water: 2011

Section 8: Water, sanitation & electricity

water

Municipal Profile




sanitation


0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

% Access to Piped Water: 2001-2011

No access to piped water

Water on community stand:>200m from dwelling

Water on community stand:<200m from dwelling

Water inside yard

Water inside dwelling

0 1 000 2 000 3 000 4 000 5 000 6 000 7 000

None

Flush toilet (connected to sewerage…

Flush toilet (with septic tank)

Chemical toilet

Pit toilet with ventilation (VIP)

Pit toilet without ventilation

Bucket toilet

Other


Sanitation 2011


electricity

0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

Sanitation (2001- 2011)Other

Bucket toilet

Pit toilet withoutventilation

Pit toilet with ventilation(VIP)

Chemical toilet

Flush toilet (with septictank)

Flush toilet (connected tosewerage system)

None

0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

Source of Lighting (2001- 2011)

None

Solar

Candles

Paraffin

Gas

Electricity

Municipal Profile

Section 9: Cost surface analysis



cost surface analysis

To develop land everywhere in the municipality does not necessarily cost the same. Often vacant land isdeveloped at a cost significantly higher than elsewhere in the municipality. This cost surface map for themunicipality will indicate the premium payable based on certain environmental and geological constraints.

Municipal Profile

Section 10: Spatial development framework



spatial development framework

Source: Tsantsabane LM SDF, Map 23

Municipal Profile




accessibility analysis -CBD

This map tests housing projects identified in the SDF in terms of how accessible these projects are to the CBD ofthe Municipality (essentially a test to see if proposals attempt a “compact city” design).

Municipal Profile




accessibility analysis – active mines

This map tests housing projects identified in the SDF in terms of how accessible these projects are to employmentopportunities. Since mining is the major employer in the municipality, all active mines were used as origins.

Municipal Profile




budget implications of the SDF

The current housing backlog for Tsantsabane LM is approximately 2 573 units.

R0

R100 000 000

R200 000 000

R300 000 000

R400 000 000

R500 000 000

R600 000 000

R700 000 000

R800 000 000

35 69 140 200

GROSS DENSITY (UNITS/HECTARE

Budget required to service Total Housing Backlog (at different densities)

Water Sewer Electricity Roads & Storm water Top Structures

The annual housing target must be 265 units in order to complete the planned projects.

R0

R10 000 000

R20 000 000

R30 000 000

R40 000 000

R50 000 000

R60 000 000

R70 000 000

R80 000 000

35 69 140 200

GROSS DENSITY (UNITS/HECTARE

Budget required to service Annual Housing Target (at different densities)

Water Sewer Electricity Roads & Storm water Top Structures

Municipal Profile

Section 11: Planning practises assessment



summary

scope of planning practises

The purpose of this practises assessment for the municipality was to:• audit planning capacity within the municipality, as it

relates to;• land use management capacity;• spatial planning capacity;

• audit the actual planning systems, tools and methodologies of the municipality;

• long term development strategy;• spatial development frameworks;• integrated development plans;• land use management systems, land use

schemes, zoning schemes or town planning schemes;

• other policies and frameworks such as densification policies, nodal plans etc.;

• audit planning governance within the municipality;• processes used to compile and implement

the plans listed in the previous point;• audit any software tools, systems and data used in the

compilation of the above planning products or in support of planning governance.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Sets out 20 year(+) vision of the municipality in achieving its development objectives

Identify long term development objectives

Incorporates national and provincial planning directives

Incorporates the long term vision from GDS

Expresses the municipality’s most critical developmental and internal transformation needs

Assesses the existing level of development in the municipality,

Identifies communities which do not have access to basic municipal services

Includes Spatial Development Framework (SDF)

Includes three year capital budget allocation

Includes key performance indicators and performance targets.

Any requirements to include in future IDP? Elements the IDP is lacking?

SDF a reflection of the current development status in municipality

SDF includes desired spatial form and land use patterns for municipality

SDF identifies growth areas, nodes and priority investment areas

SDF defines the linkage and corridors between nodes or settlements

Indicates areas of protection and conservation

Implementation of urban edge or urban growth boundary

Quantifies current social facilities and number of facilities needed to accommodate growth from GDS

Include basic guidelines/implications for the LUMS of the municipality

Adequate number of staff to deal with SDF

Staff adequately skilled to deal with SDF

Any requirements to include in future SDF? Elements the SDF is lacking?

Wall-to-wall land use management scheme in place

LUMS updated on a regular basis

Amendments to the LUMS recorded

Scheme Clauses in place

All development controls reflected in the Scheme Clauses

Map 3s in place

"Informality" (this can refer to informal settlements, rural villages, or informal business) is accommodated…

LUMS include innovative practises to promote integration between strategic planning documents and LUMS

Land use data available

Land use data updated annually

Information system in place to deal with amendments to the LUMS

Adequate number of staff to deal with land use management in the municipality

Linkage with billing systems / LIS to record changes in land use / zoning / tariffs

Is staff adequately trained to deal with land use management issues?

Any requirements to include in future LUS? Elements the LUS is lacking?

Lon

g te

rmst

rate

gic

pla

nIn

tegr

ated

Dev

elo

pm

ent

Plan

(ID

P) in

pla

ceSp

atia

l Dev

elo

pm

ent

Fram

ewo

rk (

SDF)

inp

lace

Lan

d U

se M

anag

em

ent

Sch

eme

(LU

MS)

in p

lace

0% 10% 20% 30% 40% 50% 60% 70% 80%

Organisational Tactics

Information Systems

Town Planning Activities

Non-statutory Plans/Policies

Statutory Compliance

Town Planning Practises Assessment

Municipal Profile




planning activities

systems

This section investigates the legislative requirements of having an IDP, SDF and land use scheme in place. Though not legislated, it also

includes a long term strategic plan (e.g. a growth and development strategy). On the whole it the planning scope of practises in the

municipality can be seen as “competent” . All the requirements of legislation are met.

The various planning tools and products at the disposal of a municipality are supported by various information systems. These systems can

be relatively large and complex (e.g. an agent based transport and land use modelling system) or relatively simple (such as an excel spread

sheet calculating the number of social facilities to be provided as for different population scenarios). Information systems can thus be defined

in this particular context as the means by which skilled municipal officials use software and information to support the process of spatial

restructuring.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Up to date building plan register in place

Electronic system available to deal with development applications

Regular site inspections held

Applications distributed to internal and external stakeholders

Comments from stakeholders collated

Recommendation formulated

Application finalised within allocated time span

Inspections carried out

Certificates issued within allocated timespan

Processes (including legal) in place to deal with non compliance of building…

Linkage with valuation roll system to inform supplementary valuations

Up to date amendment scheme register in place

Electronic system available to deal with development applications

Regular site inspections held

Applications distributed to internal and external stakeholders

Comments from stakeholders collated

Town planning recommendation formulated

Application finalised within allocated time span

Internal and external stakeholders consulted

Bu

ildin

g P

lan

Ap

pro

val

Dev

elo

pm

ent

app

licat

ion

s

Co ns

ult

ati

on

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Cadastral changes are recorded and updated on a regular basis

GIS can be linked to other systems (Billing, valuation roll, LIS)

Cadastral records are accurately described using the Surveyor General…

GIS stores historical data

GIS is linked to the LUMS

GIS is 'user-friendly' and readily accessible to all staff

Staff use system and system functionality as appropriate for their role

GIS strategy in place

Partnerships in place to ensure access to provincial and national datasets

Networking with and participation at district or provincial GIS forums

Models available to forecast population growth (in Support of GDS)

Models available to forecast future land use based on population and…

Models available to quantify need for social facilities

Models available to measure level of service for social facilities

System links with GIS

System links with billing systems

System links with valuation roll

System links with LUMS

System stores historical data

LIS is 'user-friendly' and readily accessible to all staff

GIS

Spat

ial

anal

ysis

an

dm

od

ellin

gto

ols

Lan

d in

form

atio

nsy

stem

Municipal Profile




organisational tactics

human resources

The organisational tactics, or rather the extent to which the organisation support the Planning function can at best be described as being in

its “awareness” phase. It is largely left up to individuals to up skill themselves or to acquire necessary information required for personal

growth. More interaction with planning role-players are required for the planning function to grow the municipality. This includes access to

information and networking with planners at other municipalities or other spheres of government.

Planning & Human Settlement

Function/Section No. of Posts No. of employees Vacancies

Management & other 1 1 0

Building Control & Regulations 2 1 1

Development Planning 2 2 0

Housing & Properties 3 2 1

Environmental Management 1 1 0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Town Planning policies and plans are well aligned and have strong linkages toensure corporate objectives are achieved

Customer KPIs for IDP and Planning function are aligned

Corporate data required for Strategic Planning is easily available and usedconsistently across the organisation

Skill gaps in Town Planning are assessed

Staff regularly attend workshops as appropriate to close skill gaps

Level of Town Planning expertise is appropriate to each job

Is the planning function adequate (capacity, trainining, skills etc) to give effectto proposals from the SDF / other plans?

Is any skills required to ensure detail project proposals (e.g. design framework)is implemented? Project packaging and implementation?

Organisation monitors possible legislative changes or changes in standards thatmay have an impact on its operations or policies

Organisation informs staff of legislative changes affecting their work

Organisation takes an active role in participating in steering groups/workingparties and or preparing submissions on proposed legislative changes

Stra

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ign

men

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um

an r

eso

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tsantsabane local municipality - city section 10 deals with budget implications of servicing the...

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