:The Process of Developing Strategic Objectives in the IDP. Determining your key challenges Setting a Road Map: developing action plans

Transcription

1 :The Process of Developing Strategic Objectives in the IDP Determining your key challenges Setting a Road Map: developing action plans 1

2 Outcome of this Session To understand the key elements of strategic planning and how they relate to each other Making the Link between Strategy and Performance 2

3 Broad Strategic Planning Process Source: UCLG Policy Paper on Urban Strategic Planning

4 Background IDP is a principal strategic planning instrument which guides and informs all planning, management and decision making in a municipality Municipal Systems Act (2000) requires for all municipalities to develop the integrated development plans within their areas of jurisdiction As the IDP is a legislative requirement it has a legal status and it supersedes all other plans that guide development at a local government level COGTA is a custodian of the IDP

5 Defining Municipal Challenges & opportunities Specific Outcome: To be able to articulate a set of KEY CHALLENGES that we are faced with in our respective municipalities To reflect on a set of opportunities that we can build on when crafting our visions 5

6 Linkage between IDP and PME Role of Local government is to deliver basic services Municipal Strategy or the IDP is to provide an integrated strategy over a 5 year period that would assist in delivering effective and efficient service delivery Performance management is about ensuring that organizational goals are consistently being met in an effective and efficient manner

7 As part of our STRATEGIC ANALYSIS, there are many tools that are employed by planners including SWOT, appreciative enquiry, etc, etc However, we found that essentially the key outputs are: A SET OF KEY MUNICIPAL CHALLENGES A SET OF OPPORTUNITIES that we can build on 7

8 Defining Municipal Challenges These challenges should cover both : INTERNAL MUNICIPAL CHALLENGES that affect us as an organisation EXTERNAL CHALLENGES that go beyond the municipality to address strategic service delivery / financial and governance issues 8

9 Defining Municipal Challenges Critically, these challenges must be analysed in depth to understand the ROOT CAUSES and the RELATIONSHIPS between them If our challenges are superficial, only addressing symptoms and are duplicated, then our strategies will not be powerful! 9

10 Defining Municipal Challenges How do we develop these challenges? In a workshop setting with politicians, officials, (and sometimes other key stakeholders) we use a BRAINSTORMING SESSION to let these emerge The use of a CASE STUDY works best to get the creative juices going 10

11 Developing a Road Map Our principle is to KEEP IT STRAIGHT AND SIMPLE We use a simple template that outlines the following: Challenges Underlying causes Opportunities GOALS Strategies Budget Timeframes Responsibilities 11

12 Developing a Road Map We explain the process in PLENARY, then break up into groups to work on GOALS that we volunteer for These are then debated in plenary to ensure that there is consensus and agreement on who is doing what M&E is key and we agree on how this will work 12

13 LTDF Legoktla IDP Municipal Strategy Team Building/Values/HRM Strategy CPC Riverside

14 LTDF Legoktla Team Building/Va lues/hrm Strategy LTDF Municipal Strategy Riverside IDP CPC Developed in 2000 Foundation of 2030 Vision Updated in 2010 By Imagine Durban 6 Priority Areas for Sustainability Financially Sustainability Accessible City Safe City Environmentally Sustainable Socially Cohesive City Sustainable City

15 IDP Legoktla Team Building/Va lues/hrm Strategy LTDF Municipal Strategy IDP CPC Uses the 6 priority areas of LTDF as guiding principle 8 Plans Each of the 8 Plans have Strategic Focus Areas (SFA) SFA influences the development of Programs and then Projects Riverside

16 CPC Legoktla Team Building/Va lues/hrm Strategy LTDF Municipal Strategy Riverside IDP CPC 3 Thematic Areas Economic Theme has 3 Sub Themes Spatial Theme has 4 Sub THemes Good Governance Theme has 4 Sub Themes Each of the Sub Themes have Interventions

17 LTDF Values Adopted Legoktla Team Building/Va lues/hrm Strategy Municipal Strategy IDP CPC HRM Strategy Riverside

18 ethekwini Values P Professionalism R Resilience A Accountability C Caring T Teamwork I Integrity C Customer-centric E Excellence PwC June 2018 ethekwini Strategy Workshop 18

19 LEGOKTLA LTDF Legoktla IDP -Zonal Plans Team Building/Va lues/hrm Strategy Municipal Strategy CPC -List of Issues Riverside

20 LTDF 6 Priority Areas IDP Plan CPC Theme Riverside SFA Team Effectiveness Legoktla SFA Program CPC Sub Theme Riverside Outcomes City Values Zonal Plans Projects CPC Intervention Riverside Intervention HRM Strategy Political Interventions

21 LTDF 6 Priority Areas IDP Plan CPC Theme Riverside SFA Team Effectiveness Legoktla Zonal Plans Program CPC Sub Theme Riverside Outcomes Projects CPC Intervention Riverside Intervention Political Interventions HRM Strategy City Values

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23 Medium Term Planning (5yr) to implement our long term vision 2000 Vision Imagine Durban Durban 2030 Vision

24 Our IDP City s vision Africa s most caring and liveable City Financially Sustainable Create a Safe City Socially Cohesive Priority Areas Promoting an Accessible City Environmental Sustainability Ecosystems and natural resources; Build a green economy Sustainable human settlement Climate change; Alignment environmental plans and Municipality s strategic direction. Financially Sustainable Diversify our revenue base; Sustainable budgeting; Sound financial management and reporting; Value for money expenditure. Social Cohesive City Responsive local government; Respect and ubuntu; Empower and develop skills Development of vulnerable groups; Develop a culture of helping citizens; Municipal learning knowledge management; Transparent and accountable Creating Sustainable Livelihoods Infrastructure New livelihood choices; Develop skills Promote SMME Secure resources BR&E Develop key economic sectors; Develop priority nodes and corridors. Creating Sustainable Livelihoods Creating a safer City Development of community forums; Minimise risk Create a healthier city; Mitigate against disasters; Alignment Health, Safety Programs; Safety of citizens. Accessible City use of public transport; access to basic services; Increase density access to social facilities; Align with SDF for the city; communication networks; Increase economic opportunities. Environment al Sustainability

25 OUTCOME BASED APPROACH FOR IDPs Sustainable Development Goals MTSF and Outcome 9 National Spatial Vision (NPC) State of the Nation Provincial Growth and Development Provincial Strategy Priorities State of the Province Provincial Spatial Economic Develop. Strategy Long Term Development Framework Municipal Infrastructure Investment Framework Infrastructure Sector Plans Community Access Model What Indicators do we use?

26 100 PROGRAMMES Develop and Sustain our Spatial, Natural and Built Environment Developing a Prosperous, Diverse Economy and Employment Creation Creating a Quality Living Environment Fostering a Socially Equitable Environment Supporting Organization Design, Human Capital Development and Management 26 STRATEGIC FOCUS AREAS A Vibrant and Creative City The Foundation for Sustainability and Social Cohesion Good Governance and Responsive Local Government Financially Accountable and Sustainable City

27 City s Development Approach Vision Priorities, challenges development principles Strategic focus areas 8 Point Plan Programmes Projects

28 IDP PLAN 2018/19Rm 2019/20Rm 2020/21Rm Budgets for Current MTEF Operational budget Capital budgetoperational budget Capital budget Operational budget Capital budget Develop and sustain our spatial, natural and built environment Develop a prosperous, diverse economy and employment creation Creating a quality living environment Fostering a socially equitable environment Supporting organisation design, human capital development and management A vibrant and creative city - the foundation for sustainability and social cohesion Good governance and responsive local government Financially accountable and sustainable city TOTAL

29 Reporting Matrix Key Performance Area 8 point plan Operational Budget 18/19 Capital Budget 18/19 Strategic Focus Area Municipal Institutional Creating a Platform Human Capital Development and Transformation for Growth, Empowerment and Skills Development Development Develop City as a learning City Healthy and productive employees Basic Service Delivery Develop and Sustain our Spatial, Natural and Built Environment Creating a Quality Living Environment Fostering a Socially Equitable Environment Develop, manage and regulate the Built and Natural Environment Climate protection planning Meet infrastructure and household service needs and backlogs Address community service backlogs Promoting the safety of citizens Promoting the health of citizens

30 The Golden Thread The Strategic Focus Area for each plan is the Golden Thread when it comes to linking the strategic plans for the municipality : Scorecard SDBIP Budget Risk Assessment Departmental Business Plans Individual Performance Plans The Next 5 year IDP gives us the opportunity to review and revise the SFA s

31 Benefits of a Linked PME and Strategy A shared sense of responsibility amongst staff for the achievement of strategic goals and objectives A culture of transparency, accountability and participation through open dialogue about goals and the achievement thereof Employees performance will be aligned to the municipal strategic and operational goals It s the only way to measure if your strategy will be executable It will help to create an enabling environment by linking organisational processes and capabilities necessary to achieve performance through people delivering results.

32 In closing The insights provided are from our own experience They are ideas / suggestions only YOU will need to reflect on what works best, based on your municipal needs / context Be bold, experiment try new things Have fun! 32