Section 26(f) of the Municipal Systems Act makes it clear that the City Development Plan must discuss the operational strategy of the City. A discussion of the operational strategy of the City provides the City with a mechanism to clarify the functional elements of the its work plan. In so doing it also provides the City with a mechanism to monitor the impact of work carried out in achieving the six key strategic priorities discussed in Section 6.

It is possible to subdivide the operational plan of the City into a number of different sectors. Each sector is discussed in detail below. These sectors reflect the City of Johannesburg as an institution (as defined in Section 3).

It is further possible to define the operational plan for each sector or 'sectoral entity' in terms of a number of elements:

i. Function/outlook of the sector: a statement of the role and/or responsibilities of the function/entity to ensure internal and external clarity. This is aligned to the vision of the city (as discussed in Section 5) and achieving the Key Strategic Priorities (as discussed in Section 6).

ii. Problem Statement by the sectoral entity: a statement identifying and clarifying problems in regard to the sector and the function of the specific sectoral entity. This problem statement should broadly reflect the discussion of development issues and problems identified in Section 4 (A Development Overview of the City).

iii. Outcome projected for the sector/sectoral entity: The outcome should provide a specific goal for the sector and sectoral entity. This will provide clarification and focus internally on the role of the sector/ sectoral entity and will ensure transparency on the role of different sectoral entities for the public. Defining an outcome will also assist to build a functioning Performance Monitoring System (as discussed in Section 11).

iv. Strategy employed: Providing a statement on the strategy of the sector/ sectoral entity will ensure increased internal focus on the method used to carry out work.

v. Outputs and Targets: Providing outputs and targets enables each sectoral entity to set specific targets to work towards, to benchmark their performance, and set key performance indicators as required in the building of a functioning Performance Monitoring System (as discussed in Section 11).

Providing outputs and targets also increases transparency as it enables the public to monitor the achievement of defined outputs and targets.

The sectors and sectoral entities of the City of Johannesburg are broken down as follows:

• Office of the City Manager
• Strategic Support Services
• Internal Audit
• Information Technology and Telecommunications
• Communications
• Central Administration:
• Finance
• Community Development (excluding Arts, Culture and Heritage Services)
• Health
• Housing, and
• Municipal Administration.
• Central Distribution Functions:
• Planning
• Community Development: Arts, Culture and Heritage Services
• Emergency Management Services, and
• Metropolitan Police Department.
• Utilities:
• City Power
• Johannesburg Water, and
• Pikitup.
• Agencies:
• Johannesburg Development Agency
• Johannesburg City Parks, and
• Johannesburg Roads Agency.
• Enterprises:
• Civic Theatre
• Johannesburg Fresh Produce Market
• Johannesburg Zoo
• Metrobus, and
• Johannesburg Property Company.