Strategic objectives

Strategic objectives
The finance department champions financial sustainability for the City of Johannesburg. Its key five-year strategic objectives are largely based on the goals of the financial sustainability sector plan: Empowered customers, enjoying the highest standards of customer care and responsiveness; Implementation and management of new rates policy with minimum disrupti on; Revenue optimisation; Sustained excellence in financial management; Stabilisation of fiscal architecture within which the city operates; A budget structure and format that enables sound resource allocation decisions; Development of an integrated asset management plan and system; An increase in the percentage of operating expenditure budgeted and spent on maintenance; Availability of cost effective capital finance to fund the capital programme; Measurable improvements in unit costs and allocation efficiency from a set of key indicators; Long-term domestic credit rating improvement to at least AA; Achievement of clean audit; Completion of Project Phakama reforms to ensure full business process integration across the revenue value chain; and Equitable and competitive tariff systems that are informed by national inflation data and targets, comparable metros and the circumstances of residents, to ensure affordability.

The finance department champions financial sustainability for the City of Johannesburg. Its key five-year strategic objectives are largely based on the goals of the financial sustainability sector plan:

Empowered customers, enjoying the highest standards of customer care and responsiveness;
Implementation and management of new rates policy with minimum disrupti on;
Revenue optimisation;
Sustained excellence in financial management;
Stabilisation of fiscal architecture within which the city operates;
A budget structure and format that enables sound resource allocation decisions;
Development of an integrated asset management plan and system;
An increase in the percentage of operating expenditure budgeted and spent on maintenance;
Availability of cost effective capital finance to fund the capital programme;
Measurable improvements in unit costs and allocation efficiency from a set of key indicators;
Long-term domestic credit rating improvement to at least AA;
Achievement of clean audit;
Completion of Project Phakama reforms to ensure full business process integration across the revenue value chain; and
Equitable and competitive tariff systems that are informed by national inflation data and targets, comparable metros and the circumstances of residents, to ensure affordability.