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Aligning Budgeting and Outcomes The Constitution states that “a municipality must structure and manage its administration and budgeting and planning processes to give priority to the basic needs of the community, and to promote the social and economic development of the community”. The MFMA requires municipalities to align their priorities, plans, budgets, implementation actions and reports. The key components of the financial management and accountability cycle include: • The Integrated Development Plan (IDP), which sets out the municipality’s goals and development plans. These need to be aligned with the municipality’s available resources, based on realistic estimates of costs, and reflective of local development needs and priorities which are confirmed through meaningful public consultation. Council adopts the IDP and undertakes an annual review and assessment of performance against objectives. • The three-year budget sets out the municipality’s plan for revenue raising and expenditure that must be approved by council. The allocation of funds needs to be aligned with the priorities in the IDP. • The service delivery and budget implementation plan (SDBIP) sets out monthly or quarterly service delivery and financial targets aligned with the annual targets set in the IDP and budget. As the municipality’s implementation plan, it lays the basis for the performance agreements of the municipal manager and senior management. Figure 7.4: Institutional arrangements for budgeting National Planning Commission National Treasury and sector funding departments Auditor-General Provincial Planning Commission / Department Council IDP. strategic planning and budget processes Municipal administration 244 State of South African Cities Report 2016
The challenge is that the interface between planning, budget and outcomes is weak because the outcomes approach to budget reporting was “superimposed on an existing performance management and budgeting framework” (FFC, 2013: 335). Cities link their performance objectives retrospectively to a relevant outcome, which is based on priorities set by national government. This linkage exercise is theoretical and abstract, and rarely aligned to the cities’ departmental or individual performance management systems. The cities’ budgeting processes still largely follow a sectoral approach, “where individual departments bid for additional resources” (ibid: 336). However, the links between inputs, outputs and outcomes are unclear, as operational and organisational structures do not always match programme budget structures. The MFMA Budget and Reporting Regulations require municipalities to present the “financial performance budgets” in two formats: (1) by function, e.g. governance, water, and electricity, and (2) by responsibility, i.e. according to the organisational structure of the municipality. In cities, functions are usually aligned to the organisational structure because cities are large enough to justify having separate departments for each function. But in the small municipalities, often a single department is responsible for a number of functions. South Africa is not the only country tackling the issue of linking planning, budgets and outcomes. 5 The solution lies in programme or portfolio budgeting, whereby expenditure is classified by broad functions or programmes aggregated across city departments (FFC, 2013). The Collaborative African Budget Reform Initiative (CABRI) shares this view and runs training courses on programme budgeting for public officials across Africa. 6 Some cities, including the City of Johannesburg, have introduced a cluster approach to budgeting and programme alignment. The results have been mixed: many officials are critical of the time demands and apparent duplication of effort resulting from cluster coordination meetings and reporting processes; yet these complaints seem to be balanced by the benefits of shared knowledge and coordinated programmes. 7 Furthermore, management performance incentives in South Africa are not directly linked to the achievement of an outcome. Instead, incentives are formulated around individual performance agreements and a handful of conditional grants. Conditional grants are seldom tied to a specific outcome, and their incentives are meant to trigger spending performance rather than expenditure outcomes (FFC, 2013). Increasingly, the story of municipal finances is linked to political and technical leadership. Cities need to be more assertive about their role in planning and leading future investments in the urban space. The quality of budgeting processes, the effectiveness of audit and risk management systems, and the credibility of reporting, along with evidence-based decision-making, are all dependent on an informed engagement with the executive (SACN, 2014a). 7 5 See SACN (2010) for an analysis of regional intergovernmental fiscal systems. 6 http://www.cabri-sbo.org 7 Various interviews with municipal officials at the City of Johannesburg 2014–2015. Finance and Innovation 245
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State of south african cities Repor
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The cities covered in the SoCR Limp
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FOREWORD by the Chairperson of the
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Buffalo city ekurhuleni ethekwini J
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Overview: State of South African Ci
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CH3 PRODUCTIVE CITIES Spatial trans
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INTRODUCTION Our cities: status quo
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State of Cities Reporting Over the
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Figure 1.2 shows the projected grow
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The consequence of this rapid urban
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LEARNING ACROSS BRICS: from city-re
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Addressing these challenges require
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TRANSFORMING OUR WORLD: THE 2030 AG
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Key issues for South African cities
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! ! ! ! ! ! ! ! ! ! ! ! Cities and
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Figure 1.8: Population change total
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Figure 1.10 shows that, while popul
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Significant densification through b
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Increased densities and demand have
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Global networks versus domestic res
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Informed by five years of research
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Key Messages 1 2 3 4 5 Spatial tran
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In cities, economic and social ineq
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Undesirable current spatial configu
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neighbouring municipalities are not
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! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !
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Built environment investments not s
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The cost of fragmentation In additi
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associated land uses benefit all, n
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Local government is best placed to
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Competing land interests need to be
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PRE-1994 building POLICY 1994-2003
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The 2011 State of South African Cit
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The most recent National Household
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Figure 2.6: Alternate transport-urb
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SPATIAL TRANSFORMATION: Tracking tr
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Spatial transformation needs respon
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What is Required to Transform South
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Transformation of management and ca
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PRODUCTIVE CITIES Spatial transform
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Introduction South Africa is headin
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Congestion and pressure on resource
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transportation networks. Land-use p
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strategies in separate silos, with
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The Economic Role and Performance o
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• Johannesburg is South Africa’
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Nevertheless, recent economic fores
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• In the last five years, Tshwane
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Figure 3.7 shows the average labour
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Over the last 10 years, at a sector
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There is a marked correlation betwe
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Figure 3.13: Estimated city share o
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Figure 3.15: City gross fixed-capit
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development role set out in the 199
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Table 3.3: Key economic development
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• eThekwini has an active economi
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Both types of township are low-inco
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Informal economy and self-employmen
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South Africa’s Expanded Public Wo
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PRODUCTIVE CITIES 123 3
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Key Messages 1 2 3 4 5 6 Cities sti
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Andile’s story This is based on a
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of that ward participate in making
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Cape Town metro Mangaung Mamre Pell
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These service delivery gains have c
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YOUTH STUDY: Youth potential and vu
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However, when the NWAC is superimpo
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Tshwane, Figure 4.7: Johannesburg C
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As mentioned, urban integration is
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Table 4.2: Change in lowest income
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Ethekwini metro Northdale Hambanath
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Urban safety South Africa’s citie
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City’s unemployment rate is about
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Collective violence 7 Two main dime
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Towards More Inclusive Cities Citiz
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Furthermore, citizen education and
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South Africa requires a spatial pol
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SUSTAINABLE CITIES Leveraging the t
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Introduction Since 1994, the govern
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will need to have low-emissions gro
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Most of South Africa’s energy con
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Figure 5.3: Average baseline energy
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• Tshwane initiated its A Re Yeng
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WASTE: legislation, policies and pl
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500 0 400 200 0 2011 2013 2015 2017
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facility (i.e. waste is sorted manu
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Figure 5.10: Depiction of in- and o
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As Figure 5.12 shows, Cape Town and
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Accelerating the transition to sust
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disadvantaged groups, through facil
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Accelerating the transition to food
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Biodiversity South Africa is the th
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Open spaces Ecological and social o
Page 193 and 194: in the city and in their homes then
Page 195 and 196: Emissions reduction to mitigate cli
Page 197 and 198: Principles of a Sustainable City Ur
Page 199: Recommendations Develop and embed a
Page 202 and 203: Key Messages 1 2 3 4 5 Cities have
Page 204 and 205: informal political and social cultu
Page 206 and 207: Section 51 of the Municipal Systems
Page 208 and 209: While these dynamics are critical a
Page 210 and 211: Blurred intergovernmental responsib
Page 212 and 213: Access to information As many ward
Page 214 and 215: Figure 6.5: Turnout for national an
Page 216 and 217: COMMUNITY-BASED PLANNING: Strengthe
Page 218 and 219: The right people are not necessaril
Page 220 and 221: Local government will require new k
Page 222 and 223: All the cities have performance man
Page 224 and 225: Unethical behaviour is one of the r
Page 226 and 227: Figure 6.9: Municipal audit consist
Page 228 and 229: Service Delivery and Development As
Page 230 and 231: Still playing catch-up on basic ser
Page 232 and 233: knew anything about the city’s ID
Page 234 and 235: The established routines need to ch
Page 237 and 238: FINANCE and INNOVATION Sustainable
Page 239 and 240: Introduction With total expenditure
Page 241 and 242: In 2013/14, unauthorised, irregular
Page 243: Figure 7.2: Nelson Mandela Bay Muni
Page 247 and 248: Phase 3: City autonomy and accounta
Page 249 and 250: National Treasury uses Uniform Fina
Page 251 and 252: As Figures 7.5 and 7.6 show, Johann
Page 253 and 254: In the case of property development
Page 255 and 256: distribution. Johannesburg’s capi
Page 257 and 258: • Despite this, the overwhelming
Page 259 and 260: Effectiveness of spending and servi
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Page 263 and 264: An encouraging development is that
Page 265 and 266: 3. Political interventions • Some
Page 267 and 268: Smart city strategies Smart city st
Page 269 and 270: encourage non-compliance. If priced
Page 271 and 272: • Municipalities could rightfully
Page 273 and 274: Recommendations If spatial transfor
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Page 278 and 279: Key Messages 1 2 3 4 5 A Call to Ac
Page 280 and 281: 1. The Spatial Transformation chapt
Page 282 and 283: Statements of intent in the SOCR St
Page 284 and 285: WARWICK TRIANGLE: A fragile public-
Page 286 and 287: Arguably, the primary constraint pr
Page 288 and 289: Figure 8.1: The quadruple helix - t
Page 290 and 291: • Completing the National Framewo
Page 292 and 293: development agency) that took place
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MILE’s strategic objectives are:
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Public participation should be the
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The implementation of CBP through t
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According to Cloete (2015) a partne
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The chapters in this State of Citie
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Overall Recommendations Urban space
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Ensuring city transformation throug
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Roadmap to the city dashboards All
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Buffalo City @refinedrevolt
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CITY FINANCE economy Municipal reve
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Overview of flagship programme The
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Reflections While the development o
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People and Households Size of city
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Design Capital Introduction Cities
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Manenberg Contact centre Source: P.
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City of Ekurhuleni @moography
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100% 80% 60% 40% 20% 0% CITY FINANC
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Overview of flagship programme Situ
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the corporate structure and governa
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Go!Durban Introduction Integrated p
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Go!Durban will include new railways
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City of JOHANNESBURG @jayjay_gregor
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100% 80% 60% 40% 20% 0% CITY FINANC
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Overview of flagship programme The
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However, the success of the Corrido
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Naval Hill Introduction Heritage is
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In December 2012, the redevelopment
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Msunduzi @natesvw
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100% 80% 60% 40% 20% CITY FINANCE e
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important tourist sites, there have
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In addition, the PURP includes the
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Safety and Peace through Urban Upgr
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A number of other projects have tak
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City of Tshwane @drae_savvides
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100% 80% 60% 40% 20% 0% CITY FINANC
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Wi-Fi is a significant enabler that
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The coverage map below shows the pl
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Introduction A key part of the deve
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These indicators were evaluated on
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SCODA is a partnership between citi
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Indicator PRODUCTIVE CITIES Definit
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Indicator SUSTAINABLE CITIES Defini
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2016 State of Cities Report Spatial
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Acronyms ACSA Airports Company Sout
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FIGURES Figure 1.1 State of South A
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. . . Figure 6.7 Percentage of seni
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References for Chapter 1 AfDB (Afri
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FFC (Financial Fiscal Commission).
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Cameron B. 2009. Integrated Rapid P
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References for Chapter 4 Balbo M. a
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Venter C and Cross C. 2014. Access
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DPME (Department of Planning and Mo
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National Treasury. 2006. Local Gove
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Tel: + 27 11 407 6471 • Fax: + 27
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